Town of Inglis, FL Economic Development Plan - cohpa

Transcription

2011
Town of Inglis, FL
Economic Development Plan
Prepared by PAD 5356
Managing Community and Economic Development
University of Central Florida Managing Community Economic
PAD 5356
Summer, 2011
Development Course
Managing Community and Economic Development
University of Central Florida
8/2/2011
Report Authors
Ball, Steven
Douge, Woody
Gamblin, Timothy
Gauthier, Marc
Graham, Jessica
Hinson, Courtney
Hoglund Ashley
Kuo, Daisy
Kuykendal,l Benjamin
Lowe, James
Monroe, Judith
Ortiz, Juan
Palacio, Carol
Robinson, Latosha
Ryan, Susanne
Saldana, Brenda
Warner, Clement
Williams, Lawanda
Instructor: Christopher V. Hawkins, Ph.D
Department of Public Administration
University of Central Florida
HPA II Suite 238
Orlando, FL 32816-1395
Town of Inglis, FL
2011
Report Contents
Report Contents ...........................................................................................................................i
Executive Summary and Summary of Recommended Actions ..................................................... 1
Defining Local Economic Development ....................................................................................... 3
Theories of Economic Development ........................................................................................... 5
Neoclassical Economic Theory ................................................................................................ 5
Economic Base Theory ............................................................................................................ 5
Product Cycle Theory .............................................................................................................. 5
Location Theory ...................................................................................................................... 6
Central Place Theory ............................................................................................................... 6
Economic Development Planning Process ................................................................................... 8
Pre-planning steps ................................................................................................................. 8
Six Phases of the Planning Process ......................................................................................... 9
Typology of Planning Approaches ........................................................................................... 9
Economic Development Strategies ............................................................................................ 11
Locality Development Strategies ........................................................................................... 11
Land-Banking .................................................................................................................... 13
Infrastructure Development ............................................................................................... 14
Speculative Building .......................................................................................................... 15
Zoning Regulations ........................................................................................................... 15
Regulation Improvement ................................................................................................... 17
Townscaping ..................................................................................................................... 18
Shopsteading .................................................................................................................... 19
Housing & Neighborhood Improvement ............................................................................ 19
Community Services .......................................................................................................... 20
Business Development Strategies .......................................................................................... 21
One-Stop Business Assistance Centers.............................................................................. 22
Start –Up and Venture Financing ....................................................................................... 22
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Small Business Development Centers ................................................................................ 24
Micro–Enterprise ............................................................................................................... 25
Women’s Enterprises ......................................................................................................... 25
Promotion and Tourism Programs ..................................................................................... 26
Research and Development ............................................................................................... 27
Enterprise Zones ............................................................................................................. 277
Community Economic Development (People Centered Approaches) ...................................... 30
Human Resource Development ............................................................................................. 30
Workforce Investment Boards ............................................................................................ 31
First-Source or Targeted Hiring Agreements ..................................................................... 31
Training Programs ........................................................................................................... 311
Youth Enterprise................................................................................................................ 32
Self-Employment Initiatives ............................................................................................... 32
Career Ladders .................................................................................................................. 32
Education as the Foundation of Human Resource Development ........................................ 33
Implementing a Human Resource Development Strategy ................................................. 333
Community Economic Development.................................................................................... 344
Community Development Corporations ............................................................................. 35
Incentives and Community Benefit Agreements ................................................................. 37
Local Government’s Role in Community Economic Development ....................................... 37
The Local Context .................................................................................................................... 38
Inglis as a Rural Area ............................................................................................................ 39
Growth in Rural Communities ............................................................................................... 39
Selecting Planners and Their Roles........................................................................................ 41
Inglis ................................................................................................................................. 41
Yankeetown ....................................................................................................................... 41
Levy County....................................................................................................................... 41
Withlacoochee Chamber of Commerce .............................................................................. 41
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Residents of Inglis ............................................................................................................. 43
Southwest Florida Water Management District ................................................................... 43
Florida Department of Transportation ............................................................................... 43
Citrus County .................................................................................................................... 44
Florida Department of Environmental Protection ............................................................... 44
Phase I: Data Collection and Problem Identification .............................................................. 44
Demographics ................................................................................................................... 44
Character of Economic Base .............................................................................................. 45
Goals of Inglis, Florida .......................................................................................................... 45
Phase II: Planning Approaches – Strategy Selection .............................................................. 48
SWOT Analysis - Strengths, Weaknesses, Opportunities, Threats ...................................... 48
Recommended Strategic Investments ....................................................................................... 54
Locality and Business Development Strategies ...................................................................... 54
Criteria Definitions for Decision Matrix Recommendations: ............................................... 56
The Human Resource Development Option (the Supply Side) ................................................ 61
The Community-Based Employment Development Strategy .................................................. 63
Targeting and Marketing Neighborhood/Community Assets ............................................. 64
Planning Approaches ............................................................................................................ 64
Managing Strategic Investments ........................................................................................... 65
Utilize Sustainability as a Guiding Principle for Strategic Investments ................................... 69
Sustainable Development ...................................................................................................... 69
Three Conceptual Dimensions of Sustainability ................................................................. 71
Six Principles of Sustainability ........................................................................................... 73
Leverage the Unique Character of Inglis in Developing a Sustainable Rural Dev. Plan ........... 78
Inglis as a Rural Area ......................................................................................................... 79
Growth in Rural Communities............................................................................................ 79
Establishing Sustainable Rural Development as a Focus .................................................... 80
Implementing a Sustainable Rural Based Development Strategy ........................................ 81
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Building a Network of Partners .......................................................................................... 81
Creating and Using a Community Asset Inventory ................................................................ 83
Setting Goals ..................................................................................................................... 87
Secure Funding Sources .................................................................................................... 88
Other Considerations ........................................................................................................ 90
Incorporate Ecotourism and Sustainable Rural Based Development into Long Range Economic
Development Goals and Strategic Investments ...................................................................... 91
What is Ecotourism? .......................................................................................................... 91
Why Should Inglis Consider Ecotourism? ........................................................................... 93
Local Resources ................................................................................................................. 94
Political Resources............................................................................................................. 94
Natural Resources ............................................................................................................. 96
Strategies for Fostering an Ecotourism Industry ................................................................ 97
Establishing Policy ........................................................................................................... 100
Implementation ............................................................................................................... 101
Consider Regional Industrial Clusters in the Development of Strategic Investments ........... 103
Industry Clusters – What are they? ................................................................................... 103
Benefits of Industry Clusters ........................................................................................... 104
Concluding Remarks .............................................................................................................. 105
Appendix................................................................................................................................ 106
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Executive Summary
As local governments (towns, cities and counties) attempt to navigate their way
toward a stable economic footing in modern America, external forces can act against
their efforts in the form of nature, demography, technology and industry. Local
planners and leaders should look to theories and concepts of local economic
development to implement strategies aimed at developing a strong economic base for
their region. At the same time, local governments should seek to eliminate the
inequality and environmental harm caused by previous generations’ economic
development efforts.
This study is intended to highlight approaches and strategies of economic
development the Town of Inglis may wish to consider Implementing in order to achieve
its community goals. Specifically, what complimentary approaches towards economic
development should the town consider? Are there alternative strategies that if pursued
by the Town of Inglis will help the community achieve its goals? What planning
processes can be utilized by Inglis and what important elements of a local strategy
plan are essential for successful economic development?
The overarching premise in investing these questions is that local governments
play an important role in economic development. Whether a community’s primary goal
is to provide greater employment opportunities for local residents, or, to improve and
maintain a tax base in order to provide adequate public services, local economic
development efforts are critical.
To frame our evaluation and discussion, we utilize a book entitled Planning
Local Economic Development: Theory and Practice. The authors – Edward Blakely and
Nancy Green Leigh – are well known scholars in the field of economic development.
Moreover, their work crosses policy fields, such as public management of
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infrastructure and urban revitalization policy, which planners and economic
development practitioners are in many cases highly involved in addressing in their
community. Their suggested approaches towards economic development are by no
means the only source on the theory and practice of local economic development.
Nevertheless, their comprehensive approach to integrating concepts and theories of
local economic development, the local economic development planning process,
strategy selection, policy implementation and discussion of institutional approaches
provide a robust framework to use as our guide. This report was prepared in the
summer of 2011under the supervision of Dr. Christopher Hawkins by University of
Central Florida Graduate students enrolled in PAD 5356 Managing Community &
Economic Development.
A brief summary of recommended courses of action:
1) Strategic Investments
a) Community Asset Inventory
b) Townscaping
c) Examine regulations for potential improvement
d) Education of workforce
e) Focus on quality of life issues
2) Businesses oriented strategies combined with human capital development
strategies that Inglis should and could be focus on
a) Progress Energy Plant
i)
Workforce training
ii) Negotiate first source agreements
b) Ecotourism
i) Joint marketing with regional partners
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Defining Local Economic Development
Until recently, simple wealth creation has been the basis of economic development
theories employed by local practitioners (Blakely and Leigh, 2010). When wealth
creation alone fuels economic development efforts, a broadening of the tax base and
job creation become the major focuses of a region. However, this can lead to
inequalities among citizen groups that can ultimately destroy a region. One question
that should be asked is whether or not more jobs will necessarily equate to better jobs.
When jobs that are being created do not offer citizens the opportunity to increase their
quality of life, to utilize technical skills, or to work in advanced industries, a town
cannot grow or develop a strong economic base.
Additionally, blind economic growth tactics (defined as near-term expansion as
opposed to long-term change from the ground up) can result in the destruction of the
natural environment and lead to pollution, global warming and many other
environmental threats (Blakely and Leigh, 2010). Location theory states that, because
of significant advances in technology, firms are able to do business from almost
anywhere, and may make their decisions of where to locate based on factors such as
the quality of community life, natural amenities, and a reasonable cost of living.
Blakely and Leigh (2010) define local economic development through the following
three-part explanation:
“Local economic development is achieved when a community’s standard of living
can be preserved and increased through a process of human and physical
development that is based on principles of equity and sustainability.”
Although it can be difficult to agree upon on a definition of “standard of living”, we
argue that a minimum standard of living is achieved by jobs that provide a living wage
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(earnings for full-time work that allow a family to live above the poverty line). To
increase the standard of living, as mentioned in this definition, the authors suggest
that residents should be able to consume better goods and services, have access to
quality housing, enjoy paid health care plans, and be able to save for retirement for
themselves and higher education for their children (Blakely and Leigh, 2010).
There are fundamental differences between economic growth and economic
development. Economic growth creates more wealth and assets, but does not attempt
to spread them among the population evenly. Economic development, however, should
focus on reducing inequality between various groups, including demographic groups
(age, gender, race), economic or political groups (small towns, large cities, urban,
suburban, and rural areas), and spatially defined groups (natives and immigrants).
Finally, sustainability is fast becoming a necessary consideration of economic
development. Without a focus on sustainability future generations can suffer the
ramifications of shortsighted growth efforts and valuable greenspace and
environmental areas can be lost or permanently damaged. The demand for
sustainability does, however, create demand for new types of products, jobs, markets,
firms, and industries that can help broaden the base for economic development
(Blakely and Leigh, 2010).
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Theories of Economic Development
NEOCLASSICAL ECONOMIC THEORY - focuses on two concepts: equilibrium of
economic systems and mobility of capital. One underlying assumption of this theory is
that economic systems will reach natural equilibrium if there is no restriction on
capital. This approach generally rejects government or community regulations on
movement of firms or minority and local equity participation because the firm is set up
to fail under these circumstances. Critics suggest the theory tells us little about the
real reasons why some areas are competitive while others fail. One element of this
theory that can benefit Inglis is using their resources to attract capital.
ECONOMIC BASE THEORY –provides a guide for growth in output, income, and
employment. This theory is focused on the community's demand for goods and
services from outside of the community. Inglis's focus under this model would be to
reduce any barriers and create a trade-free zone in areas such as tax relief and
telecommunications. Economic Base Theory is helpful by providing an understanding
of growth and decline on the local economy based on changes in demand for exported
goods and services. A concern with this theory is that its primary focus is on exports
and there is always the possibility of change of demand (e.g. if the exported services
are no longer needed, business decreases or stops and jobs are possibly lost). For
Inglis to implement this theory, the town would need to diversify its local economic
base (with a focus on exporting based industries).
PRODUCT CYCLE THEORY – In this theory a product usually starts locally or in an
area with more investing power and individuals who are willing to pay more for a
product that isn't yet standardized. The production then expands which makes the
demand for the product as well as the jobs needed to produce decline unless the
businesses find a way to make the product different other than simply changing the
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price. Inglis can use this theory to establish firms locally and expand as well as find
ways to continue to produce new products and continue to expand.
LOCATION THEORY – Ultimately a company maximizes profit in a location that
minimizes costs. This theory explains how a firm chooses its location and how local
economies grow or decline. Theoretically, a firm will choose the cheapest location
according to output. Inglis can use this theory to ensure they are properly
manipulating their cost of energy, education, and labor, for example.
Theories of Economic Development
Theory
Neoclassical
Theory
Economic Base
Theory
Definition
No restrictions on capital,
Inglis can utilize their resources
equilibrium on their own
power plant) to attract more capital
systems will reach
Theory
Inglis should first diversify its
services from outside the
restrictions
the community’s goods and
Theory
economic base, then lift trade
Utilization of location’s
Inglis should maximize their proximity
geography, infrastructure,
and nearness to waterways and two
resources, including labor,
etc. to maximize profits
Central Place
(undeveloped land, rural charm, major
Focuses on the demand for
community
Location
Application to Inglis
to the Gulf, rural charm, low cost labor
major highways
Development of smaller
Inglis should support the
provide necessary essential
lower order goods to establish itself as
supporting businesses that
items
establishment of businesses providing
a destination for employees of the
power plant or possibly Crystal River
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CENTRAL PLACE THEORY –This theory provides a framework oriented towards
smaller businesses providing resources to support larger and more regionally based
industries. There are both low order and high order goods. Most people purchase
lower-order products from places in close proximity to residence or workplace. Low
order goods are things such as food and household items that most human beings
purchase frequently and small businesses that sell these items in small towns can
survive because people will likely shop close to home. High order goods, such as cars,
are not a frequently purchased item so a car dealership in a small town will not likely
prosper. Inglis would benefit most from not investing in high order businesses that will
likely create short-lived jobs.
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Economic Development Planning Process
PRE-PLANNING STEPS
Before the planning process can begin preliminary steps must be followed. To
create a local economic development plan an organizational unit must be identified to
develop and oversee programs, and the scope of the project must be identified. The
organizational units are typically chambers of commerce or an Economic Development
Corporation (EDC). These organizations must ensure participation of critical sectors of
the community, empower the local leadership, and bring legitimacy by gaining
approval from a wide range of community members. Once the planners are identified,
a specific area for investments should be targeted. The area should have the support
of adjacent cities, the county in which the city is located, and the state.
Before any attempts can be made to shape the local economic environment,
planners must decide their role and associated tasks. Defining roles early in the
process will preempt any arguments over responsibilities. Petty arguments can kill
development projects before they begin. The four common roles available to planning
participants are listed below.
• Entrepreneur/Developer - Organizations take on the full responsibility of
creating a business enterprise
• Coordinator - Local government or community groups act as a
coordination body to establish policy or propose strategies for an area’s
development.
• Facilitator - A city or community group bring together a range of
approaches from different functional areas into a policy statement on
economic development
• Stimulator - Stimulates business creation or expansion by taking specific
action that induces firms to enter or remain in the community.
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SIX PHASES OF THE PLANNING PROCESS
The economic development planning process generally has six phases. These
phases should be followed in order, but are also merely recommendations that lead to
the ultimate goal of educating the community, creating a strategy, and creating a
development project. The following is a brief description of the six phases.
o
Phase I: gather information about demographics, the character of the
economic base, and local problems in generating jobs and wealth.
o
Phase II: select broad strategies to solve problems identified in Phase I.
o
Phase III: focus on projects that can accomplished with the selected
strategies.
o
Phase IV: build action plans to implement the projects.
o
Phase V: specify details and establish monitoring/evaluation plans.
o
Phase VI: implement the project.
TYPOLOGY OF PLANNING APPROACHES
Before development planning can occur, planners need to be aware of their
current planning orientation. These orientations define the way a community reacts, or
wishes to react, to a particular planning problem. Local planners typically have four
types of planning orientations: recruitment planning, impact planning, contingency
planning, and strategic planning.
o
Recruitment planning- a pre-active approach to economic development.
Public involvement is limited and policies implemented under this
approach assume all business is good for the community.
o
Impact planning-a reactive approach that tries to reduce the worst effects
of industrial losses in a local economy. This approach relies on federal
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funds which does not allow for flexible response. Actions taken under
this policy are seen as short term and only in crisis.
Consequences - planners pay less attention to developing their
local economies. When federal funds disappear localities can’t
afford to keep the programs running.
o
Contingency planning-an interactive approach that anticipates the worst
and best possible outcomes. Assesses the strength of all economic
sectors.
o
Strategic planning- a proactive approach that is appropriate for all
communities. It builds a local economy on the basis of local needs,
adapting a long term view of development. Strategic planning selects
development projects based on community needs, rather than available
outside resources and opportunities.
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Economic Development Strategies
LOCALITY DEVELOPMENT STRATEGIES
Locality development is an approach to economic development that traditionally
has focused on the ownership, regulation, and management of land and infrastructure.
Transportation planning and urban design are important cornerstones of locality
development. Current practices of locality development focus on mitigating
environmental impacts of land development and stress the importance of creating
sustainable local development. Land is one of the most vital assets a local community
has when creating economic development initiatives. Therefore, the management of
land and land transactions should be an intricate component for economic
development.
There are three overarching goals of locality development: Image building,
Livability, and Business Improvement (Blakely & Leigh, 2010). Image building
establishes within a local community a sense of identity and a sense of place for
residents. Livability is centered on improving the local community’s amenities, which
reflects the quality of life for residents. Business improvement focuses on how a local
community can improve the attractiveness of a locality to new and relocating
businesses. Recent empirical studies have indicated that a city’s appearance coupled
with its social and economic climate are significant elements of local economic
development (Blakely & Leigh, 2010). In addition, the cityscape and the natural
environment of a community contribute to the quality of life businesses actively seek
out. Central to the appearance of the cityscape and natural environment is the
development of a visual theme for a community. Furthermore, Locality Development is
the most well known and widely used technique for economic development in
establishing visual community themes (Blakely & Leigh, 2010).
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A visual theme focuses on the following: 1) Creating a sense of identity; 2)
Improving an amenity base or livability of a community; 3) Preserving and protecting
sensitive land areas and recognizing environmental equity in the community; 4)
Improving the attractiveness of the civic center and using strategies to mix residential
and commercial areas to improve local business and improve the quality of life for
residents (Blakely & Leigh, 2010).
The following are economic development strategies based on locality
development that are oriented to the goals of Image Building, Amenity Improvement,
and Business Improvement.
Locality Development Strategies
Tool
Image Building
Land-banking
Infrastructure
Development
Amenity
Improvement
X
X
X
X
Zoning Regulations
X
Regulation
X
Townscaping
X
Shopsteading
X
Housing &
X
X
X
X
Neighborhood
Improvement
X
Speculative Building
Improvement
Business
X
X
X
X
X
Improvement
Community Service
X
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Land-Banking
Land-banking is the practice of acquiring land to create contiguous sites for
development. Vacant buildings and derelict property tend to have negative
economic and societal affects within a community. The underlying purpose of
the land-banking strategy is for the community to use an underutilized asset to
establish a new use for the site (Blakely & Leigh, 2010). Land-banking is an
approach done primarily in older communities where there is little available land
or where there is a substantial amount of available land that the community
seeks to position for investment (Blakely & Leigh, 2010). A local government
might use this technique to develop a greenbelt or simply to preserve key open
space or agricultural tracts. In other words, Land Banking is the practice of
buying and holding pre-developed land that lies within the path of growth.
Moreover, local governments can recover its land banking expenses by leasing
purchased property back to an investor with certain restrictions placed on the
land being leased; in which will give local government the opportunity to
maintain their economic development strategy. Cities and counties may also
recoup at least part of their costs by reselling the acquired land with deed
restrictions that guarantee the property's continued open space use.
In order to develop a land-bank approach at the community or
neighborhood level a Community Land Trust should be created. The Community
Land Trust can be devised through creating a nonprofit land trust organization.
The nonprofit land trust board leadership should be comprised of local
neighborhood activists, community leaders, businesspersons, and relevant
professionals. One disadvantage to the Land Bank or Community trust approach
is the requirement of substantial capital. Given the costs associated with the
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purchasing of land parcels local governments have several potential sources of
funding to acquire the capital needed for such a project. For example, a few
potential capital sources might exist in national, state, or local capital programs,
Community Reinvestment Act funds, program related investments of
foundations and intermediary institutions, and industrial development bonds
(Blakely & Leigh, 2010).
Infrastructure Development
The premise behind the Infrastructure Development approach resides in
developing commercial and industrial land in order to attract potential business
and industries (Blakely & Leigh, 2010). The incentives for the enticement of
businesses and industry results from two main facets attached to the prior
development of land. The first facet of attraction to investors is the amount of
time saved between the acquisition of land and the time the actual business
operation can take place. Expediting the amount of time it takes for a business
or industry to begin operating plays a significant role in the decision making
process and correlates to an increase level of effectiveness and efficiency for an
investor. The second positive attribute for business and industry with this
approach stems from the avoidance of financial obligations of land
improvement. Another alternative for community infrastructure revitalization
present in this approach is that of Adaptive Reuse. Adaptive Reuse is the
practice of reclaiming old underused industrial property for other uses. Typically
the Adaptive Reuse tool is used by local governments to use their resources to
reconfigure streets, build parking structures, and reinforce a building to meet
the basic requirements for the new users. The most commonly used incentive
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undertaken by local governments using this approach results in the provision of
water & sewer lines, street lighting, access roads, and sidewalks.
Speculative Building
The Speculative Building strategy is a marketing tool designed to attract
firms to an area and or retain existing businesses that are in the process of
expansion (Blakely & Leigh, 2010). This approach is best utilized for areas that
have a shortage of industrial space, yet have an adequate labor force,
transportation system, and a sufficient supply of public services. The overall
premise of the Speculative Building approach relies in the local entity’s ability to
provide an operational work space for a business or industry. In this strategy the
local entity will provide for a “shell” building while leaving the interior largely
unfinished until a tenant is found. Reducing the start-up costs or expansion
time for a firm increases the attractiveness for the firm to take part in this
economic development approach.
Zoning Regulations
Incentive zoning typically allows for more intense commercial development
on a particular parcel of land. The central premise behind this strategy is
establishing flexible zones and rules in the local zoning code that promote
economic development. There are generally three types of zoning strategiesIncentive Zoning, Overlay Zoning, and Special Districts (Blakely & Leigh, 2010).
Incentive zoning provides developers with flexibility and promotes certain land
uses and project features local governments want to implement. The incentives
attached to the Incentive zoning approach are generally used to obtain public
benefits in exchange for design concessions to a developer. In addition, the
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most prominent type of zoning incentive used is that of bonus zoning. Bonus
zoning allows for additional densities or increased floor area beyond those
dictated by the zoning codes, in exchange for public benefits. A disadvantage to
the zoning incentive approach is the lack of fixed standards in zoning when
implementing the process.
Overlay zoning is a regulatory tool when local government’s general zoning
and development standards do not address a subarea’s unique issues and
conditions. The main attribute of the overlay zoning approach is that a special
zoning district will be created and placed over an existing zoning base,
therefore superseding, modifying, and supplementing its requirements. The
overlay zoning technique can be used to create specialized commercial or
industrial districts. Additionally, overlay zones may be used as a device to
market development rights by selling to developers to the right to increase plot
ratios while maintaining the same overall city-wide density limits. This
technique allows the local market to work more efficiently and effectively, by
allowing developers to place facilities where demand exists rather than having
local government officials designating the location of development.
Special districts or Special purpose districts are generally created through
the county legislative authority to meet a specific need of the local community.
The need may be a new service or a higher level of an existing service. These
are political subdivisions of the state with legal rights and duties, and are
dissolved in accordance with statutory procedures (Information, 2012). State
enabling legislation sets forth the purpose of the district, procedures for
formation, powers, functions and duties, composition of the governing body,
methods of finance, and other provisions. The districts are usually quasi16
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municipal corporations though some are statutorily defined as municipal
corporations (Blakely & Leigh, 2010). The Uniform Special District Accountability
Act of 1989 holds all special districts accountable and accessible to state
agencies, the municipalities and counties in which they operate, and the citizens
they serve (Information, 2012). Special districts have the authority to establish
taxes for local businesses to generate revenue for services within the district.
One disadvantage of this approach resides with the local government not having
to provide for tax-mandated services due to the creation of another level of
local government having the responsibility to provide those services. Another
disadvantage to a special district is that it relies on the establishment of the new
authority to govern within the community and having the power to create rules
with minimal accountability to the entire community.
Regulation Improvement
Regulation improvement is a relatively inexpensive method to promote
economic development, and if properly administered, might even produce
monetary savings for the local government. Pinpointing accurate issues in the
community’s regulatory system in order to streamline the application process
for economic development is the sole premise of this technique. Eliminating
barriers within the developmental approval process such as conflicting
regulations, time-consuming delays, or a negative adversarial view to
development, will entice developers to invest in the community (Blakely & Leigh,
2010). Many communities across the United States have established
interdepartmental panels, one-stop permit offices, and committees that review
development impact to clarify any uncertainties and/or aggravation experienced
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throughout the application process. This approach simplifies the development
processes and allows for development to be conducted in an efficient manner.
Townscaping
The Townscaping strategy is a physical, attitudinal, and management
process. Townscaping addresses the need to revitalize the shopping areas
around a town’s civic center. Moreover, establishing an attractive shopping
environment for local residents and outsiders to shop is the central premise
behind this approach. This approach recognizes that tourism is both cyclical
and fickle as a primary source for economic development. The physical
component to this approach is tied to the development of a localized theme for
the central town area. The localized theme for the area is created with the input
of local merchants, city planners, and citizen groups (Blakely & Leigh, 2010). A
commonly used approach to theme development is the Main Street program, in
which the town theme is incorporated into plans for building or rebuilding the
existing landscape. The Townscaping strategy has had success in increasing
local business traffic and tourism as a result of improving their town’s visual
image (Blakely & Leigh, 2010). The attitudinal component present in this
approach revolves around the actions local businesses and citizens take with
regard to their town center. Establishing new forums for local businesses to
exchange and discuss common problems, such as creating a new local chamber
of commerce is an important feature within this approach and attests to the
attitudinal component inherent within the approach.
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Shopsteading
Shopsteading is a new approach to economic development that is focused on
community and inner city revitalization. The overall premise behind this strategy
is for the local entity to purchase vacant commercial property and then sell to
eligible business owners. Shopsteading has the potential for improving land use
patterns in marginal commercial areas by providing incentives for other private
investors to renovate any other buildings within the area (Blakely & Leigh, 2010).
There are two main components to this approach. The first component is the
availability of vacant properties in areas that have considerable potential for
economic revitalization, which means that there must be an identifiable market
for the shopstead area. Secondly, the availability of qualified individuals to
satisfy the shopstead requirements is paramount in beginning this strategy. The
purchaser of the commercial property needs to provide evidence of equity
capital and must submit a detailed proposal as to how the individual will
rehabilitate the property. Typically once the shopsteaders begin to move in they
are required to begin improving the property. The property is still subject to
comply with the local building codes and normally within a year the
shopsteaders must have completed all renovations and have their business
operations up and running. Restrictions on reselling the commercial property by
the original shopsteader can be imposed by the local government.
Housing & Neighborhood Improvement
The Housing & Neighborhood Improvement strategy is focused on residential
housing as a primary driver for economic development. Moreover, recent cities
have become increasingly aware of the nexus between housing availability and
household services influencing economic development (Blakely & Leigh, 2010).
19
Town of Inglis, FL
2011
There are two main components to this approach. The first is providing diverse
housing types that will provide homes for all groups within the community. The
second component is the need to provide households with services ranging
from child care to community facilities (i.e. swimming pools). Typically this
approach is used in communities needing to redevelop blighted districts.
Purchasing or trading land via local government or community groups would
place those local entities in an inviting position for quality developers to build
diverse housing. However, since land acquisition can be expensive, forging
alliances among local community organizations for the redevelopment of certain
residential areas into mixed housing developments is viable alternative.
Community Services
The premise behind the Community Service approach to economic
development resides with methods in reducing costs for local entities to provide
community services that are deemed vital to economic growth. The possibilities
under this approach are plentiful, in that the overall premise is to create jobs
while reducing costs. In this approach a local government should develop
alternative mixes of public and private resources, combined with incentives, to
achieve the goals (Blakely & Leigh, 2010). For example, some local governments
have sublet their visitor centers to entrepreneurs, thus increasing private
stakeholders’ share in a local community asset that benefits both public and
private sectors.
20
Town of Inglis, FL
2011
BUSINESS DEVELOPMENT STRATEGIES
The business development focus is to create a healthy local economy. It is done by
creating a good business “climate”. Economic success is achieved when community
and business development merge as a vehicle to mobilize community resources to
boost the economy (Blakely & Leigh, 2010). By focusing on businesses as the primary
method of economic development, communities will need to create a business friendly
environment and reduce the costs of operating businesses. This approach emphasizes
new business start-ups, attracting new business, and expanding existing business by
increasing innovation and entrepreneurship. Startup businesses create economic
opportunities for local communities by hiring within those communities and by
successfully branding the community as business friendly (e.g. willing to help startup
businesses). Attracting new businesses to a local economy using various development
tools will increase the economic opportunities for a local region. Building on current
business through localized business expansion methods is considered to be one of the
least time consuming approaches to economic development and may result in quicker
economic results than alternative approaches. Choice of tools is central to business
development, but it depends on the business and local development strategy the
community has developed. Business development strategies include one-stop centers,
start-up and venture financing companies, small business development center,
women’s enterprises, group marketing system, promotion and tourism programs,
research and development programs, incubation centers, micro-enterprises,
technology and business parks, enterprise zones, and entrepreneur development
courses. Figure 3 illustrates how these tools can be integrated into a community
economic and business development strategy. Details of each strategy are discussed
below.
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Town of Inglis, FL
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One-Stop Business Assistance Centers
One-stop business centers are information centers designed to serve as key
contact point between businesses and local governments. The business
assistance center must contain information on all planning and development
matters of interest to all business entities. For instance, some critical
information needing to be on hand is as follows: local economic indicators,
labor market statistics, local development plans, land availability, building
regulations, permits, and all aspects of finance (Blakely & Leigh, 2010). The
turnaround time for the information requested must be prompt for under this
strategy since the primary goal is to cater to businesses and developers with
quick and concise information. Acting as the primary liaison between local
government and businesses the one-stop centers can play dramatic role in
increasing local area development. Eliminating barriers involved in procuring
information can create an atmosphere of confidence for potential business
development. In addition, a business assistance center can be operated through
a partnership with other cities and or the county. Furthermore, a one-stop
center will enable local governments to take on an organized professional
approach to information distribution. This allows local government entities to
project business trends and analyze any potential shortcomings in their
business development strategies.
Start –Up and Venture Financing
Creating a method that allows local individuals to invest in local businesses
is an important business development tool. Start-up and venture financing
improves a new local business profitability while lowering their risk of failure.
This development tool works well when existing financial institutions are not
22
Town of Inglis, FL
2011
equipped to adequately handle the venture capital requirements to stimulate
growth for small-size enterprises within a community. Ultimately this strategy
requires the establishment of a community development finance institution
(CDFI). A CDFI can provide for venture capital to selected eligible small firms
that are unable to secure financing from traditional lending institutions. The role
of the CDFI is not to replace local lending institutions, yet rather as to act as a
model for those local institutions on how to provide capital to local start-up
enterprises (Blakely & Leigh, 2010). The CDFI would bring in private investors
and private corporations interested in socially responsible investments and
commit to either a low return on their investment or to forgo the interest return
on their investment. Another approach under this strategy would be to create a
development bank that might take the form of a savings and loan bank or a
community credit union. The development bank would focus on providing startup capital to local eligible firms. Providing opportunities for local development
groups and local residents within the community to invest in small local
business enterprises and to share in the successes of those firms without the
risk of investing in just one firm makes this approach appealing. Moreover,
those clients committed to the development bank become shareholders in the
companies and the community shares with the stakeholders in the success (or
failure) of its investment; thus cultivating a strong sense of long-term
development within a local community. In order for this strategy to be
successful a CDFI must invest in small enterprises, existing or new, that are
commercially viable and promote the greatest opportunities to succeed. For
example, some criteria points under this approach for sound investment are as
follows: innovation in product, process, or marketing; potential for growth;
23
Town of Inglis, FL
2011
potential for future sales outside of region; demonstrate sound management
skills; willingness to establish an experienced board of directors to assist in
planning future growth of the business. It is important to note that a CDFI must
also have a method of exit from its investment in order to continue its local
investment opportunities. Some possible exit tactics are selling its share back to
the entrepreneur, selling its share to another private investor, and or selling its
share through the stock market.
Small Business Development Centers
Researchers have found that the failure rate among new and small firms is
significant. The core reason is poor management. To improve the economic
performance for the small business sector within a community the creation of a
small business development center needs to occur. Not only does it benefit the
small businesses but it is cost efficient and can stimulate the economy. These
centers can provide but are not limited to management training,
counseling/consulting, and research services.
The objective of these services would be the following:
•
Encourage a higher rate of new business starts with the potential to
succeed
•
•
•
•
•
Reduce the level of failures
Improve performance and growth rate
Potential to stimulate the economy and generate new employment
Raise the general level of technological innovation
A big brother or sister for the new business
Another approach under this strategy is to focus on unemployed workers
through a business resource center and turning those workers into business
owners or operators. The rationale behind this approach is to tap the
24
Town of Inglis, FL
2011
entrepreneurial talents of laid-off workers and find niches within a local market
that could be economically viable for a start-up company. Business resource
centers can provide the following:
•
•
•
Practical training in business start-ups
Low-cost, small premises
Centralized services (i.e., photocopying, telephone answering,
accounting)
•
A “big brother” or “bit sister” for the new business
Micro–Enterprise
The micro-enterprise concept is to loan funds to people within the
community who plan to go into small labor-intensive businesses. Typically
micro-enterprises provide funding for businesses that operate from an
individual’s home or a street vendor. Given the local orientation of this strategy
it allows for a flexible community approach to take hold with respects to
monetary lending, such as boosting training capacity, broadening or narrowing
the target population, and increasing the loan-size ceiling depending on the
circumstances. Some examples are homemade jewelry or baskets and specialty
foods for restaurants. There is usually some form of pre-business training and
group building before loans are made to potential entrepreneurs.
Women’s Enterprises
A women enterprise program is an economic development strategy that
assists women with low-to-moderate income start their own businesses. They
are put through an intensive training program, which assists them to identify
their talents and interest and on building the self-confidence to start their own
business.
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2011
Promotion and Tourism Programs
Tourism can be a great asset if well planned and managed. As a
development strategy tourism must be considered as a regional planning effort.
Empirical studies have yet to conclude the overall effects of tourism as a
significant economic strategy; however, studies do suggest that a tourism
strategy must have explicit objectives, such as business development and needs
to work in concert with all local stakeholders. Moreover, the strategy should be
planned around a theme and should also target specific populations. When
considering tourism and promotion regional entities and partnerships need to
be established. There are three types of regions that are recognized with respect
to the role tourism has in economic development within a community (Blakely &
Leigh, 2010).
1.) Regions Lacking Tourism Significance: These regions are denoted by areas
not having any local or regional significance to tourism. Predominately these
areas are rural inland regions with no particular attraction for tourism and
might even be towns off the main travel routes. Specific themes for these
areas to create attractions rely on unusual opportunities such as “weekend
on the farm”, or capitalizing on a specific historical event.
2.) Regions of High Tourism Significance: These are regions with excellent
climate and scenic wonders that are typically recognizable both nationally
and internationally without increased promotion.
3.) Centers of Tourism Interest: These are regions in which tourism plays as a
component to another major economic activity within the area. An example
would be southern California’s film industry being clustered in a geographic
area and the spinoff economic activity being tourism.
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Town of Inglis, FL
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Research and Development
The economy is emerging based on technology development. Many start-up
industries need a place to begin. They require a community interested in mixing
uses, such as housing and retail. Communities that provide the right
atmosphere for startup firms will attract them. If they nurture these firms by
providing the right kind of atmosphere, they can become the headquarters for
new companies or the centers of revitalization of older ones. New inventors
however need a supporting environment while they are trying to come with an
idea. Incubation centers (also known as “technology development centers”) are
intended to provide the supporting environment. They provide low-rent
workplaces and are usually located adjacent to educational institutions, which
provide small inventors with equipment, facilities, and advice on business
management, work support and acquiring necessary plans to approach venture
capitalists. Under this strategy a newly formed approach for economic
development has emerged, Technology and Business Park. Technology and
Business parks are areas where commercial activities take place. Typical features
found within in these parks are as follows: Campus style physical environments;
mixture of ownership (Government & Private); association with some form of
university or science related establishment; low-density development with high
quality buildings; specific criteria for prospective occupants (Blakely & Leigh,
2010).
Enterprise Zones
Enterprise zones are areas where local planning controls are minimized in
order to attract prospective developers with financial incentives. The incentives
used to attract developers and local investment resides in the form of tax
27
Town of Inglis, FL
2011
breaks, regulatory easement of enacted development policies, and land. The
targeted geographic areas for certain economic development industries should
be consistent with the skills of the localized workforce. Employment structures
within a specified region should dictate the types of industries sought out by
local governments for economic development. Typically enterprise zones are
aimed at attracting labor-intensive industries, due in part by the ability of such
industries to employee numerous workers. Enterprise zones as an economic
development strategy have not indicated empirically positive results from cities
that have taken on these approaches. Again there is no one approach to
economic development, yet rather a multitude of approaches for successful
economic development (Blakely & Leigh, 2010).
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Town of Inglis, FL
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Advantages of Business Development within a Community
Local Economic Development Tools and Benefits
Tool
Business
Start-Ups
Business
Attraction
Business
Expansion/Retention
Nurturing
Innovation and
Entrepreneurship
One-Stop center
X
X
X
Start-up &
X
X
X
Small
X
X
X
X
X
X
Venture Financing
Business
Assistance Center
Group
System
Marketing
Promotion
&Tourism
X
X
X
Programming
Research &
X
Incubation Center
X
Development
Technology and
X
X
X
Enterprise zone
X
X
X
Entrepreneurship
X
X
Women’s
X
X
Micro-enterprise
X
Business park
Development
Enterprise
X
X
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Town of Inglis, FL
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COMMUNITY ECONOMIC DEVELOPMENT (PEOPLE CENTERED APPROACHES)
Human resource development and community economic development, together,
have been long viewed as critical aspects to local economic development. Traditionally,
economic development focuses on workforce development and education to ensure
that citizens are properly trained and intellectually capable to compete with the rapid
advancement of 21st century technology. Blakely and Leigh (2010) identify various
types of human resource programs and economic development objectives that focus
on the creation of partnerships. These partnerships are formed between local
businesses, government entities, educational institutions, and the community to
ensure that citizens are receiving a variety of training options that meet the skill
requirements set forth by employers. Community economic development, on the other
hand, primarily focuses on the socioeconomic challenges that certain groups of society
face on a daily basis that are directly linked to their hardships such as lack of
education, childcare, welfare, and health issues. At the same time, applying
organizational forms and objectives that teaches the communities how to be selfsufficient in improving their own communities rather than waiting on outside resources
to take the initiative.
HUMAN RESOURCE DEVELOPMENT
Two key components of this development are economic/workforce development
and education. Author Shari Garmise, states that “Workforce development is not a
problem-it is an opportunity-the chance to unleash the creative, productive, and
innovative forces, found only in people, for the economic and social betterment of our
cities, states, and nations…”(Blakely and Leigh, 2010, pg. 297).
There are a multitude of human resource development and training programs in
existence. These programs should be matched to the Town’s economic development
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Town of Inglis, FL
2011
objectives. Several human resource development strategies include the following:
Workforce Investment Boards (WIB), First Source or Targeted Hiring Agreements,
Employment Maintenance, Skill Banks, Training Programs, Customized Training,
Competency-Based Training, Comprehensive Training to Meet Social Needs, Youth
Enterprise, University-Industry Technology Transfer, Self-Employment Initiatives,
Career Ladders, and Disabled Persons Skills Development.
Workforce Investment Boards
Workforce Investment Boards (WIBs) are well recognized for forming
partnerships with local business owners, training boards, and community
organizers, which combine their expertise/resources for the betterment of the
community. They have been created to repair the continuing gulf between
employment and training efforts and economic development, particularly for the
disadvantaged.
First-Source or Targeted Hiring Agreements
First-source agreements or targeted hiring agreements are contracts
between government and businesses, which allows interviewing of local
individuals for possible intent of hiring in return for subsidies. This agreement
generally stipulates the referral source and the number of referrals required
before the employer can place advertisements or interview persons from outside
the specified geographic area.
Training Programs
Training programs were created to assist individuals in learning jobrelated skills and implement new technology. Most contain provisions for
special courses to meet the needs of local employers and include upgrade
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Town of Inglis, FL
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training, apprenticeship courses, retraining of dislocated workers or of women
reentering the workforce, as well as traditional course offerings.
Youth Enterprise
Youth enterprises appropriately train individuals under the age of 18
with significant life and business-related skills. In part, this is an attempt to
rekindle entrepreneurial spirit in the nation’s youth. It also represents a new
emphasis on help create jobs for themselves rather than waiting for jobs to be
created for them.
Self-Employment Initiatives
Self-employment initiatives were designed to lower the rate of
unemployment and expand economic growth, as many individuals are becoming
unemployed consistently. These initiatives attempt to assist unemployed people
of any age create employment ventures themselves, using their own labor as the
primary resource. They include small business start-up efforts in which the
unemployed receive small loans and grants to initiate a new, independent,
community-serving business.
Career Ladders
Career ladders were constructed in order for many local individuals to
receive better employment and higher salaries. Career ladder programs are
aimed at helping workers in low-skill and low-wage jobs move into higher-level
and more secure employment. Fitzgerald described how certified nursing
assistants have progressed into the licensed practical nurses through the
utilization of career ladders. Career ladder programs are aimed at helping
workers in low-skill and low-wage jobs move into higher-level and more secure
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Town of Inglis, FL
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employment. Presently, many advanced employment positions require
individuals to have a certain level of skills and higher education.
Education as the Foundation of Human Resource Development
Local economic development has relied on human resource development
for two reasons. The first reason is to help close the gaps of inequality. This is
achieved by raising the quality of living standards through “quality employment
and providing good compensation packages” for citizens in low-income
communities. The second reason is by partnering with educational institutions
to ensure that these targeted communities are receiving quality education that
will help prepare them for today’s competitive and innovative workforce. For
years, local economic development relied on universities, Vo-Tech institutions,
and community colleges to provide the knowledge, skills, and training that
individuals needed to enter the workforce; while shunning the direct economic
effects that the lack of early childhood education and the lack of quality primary
and secondary education have on a community.
Blakely and Leigh, (2010) are convinced that investing in early childhood
education and local K-12 public schools will produce both a public and private
investment return. In addition, a quality education for children in this group
encourages these children to seek advanced education, which in turn, will
increase earning potential, attract business firms, and reduce the crime rate
within the community.
Implementing a Human Resource Development Strategy
As businesses are faced with abrupt changes constantly, human resource
development strategies need to be implemented to appropriately manage
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Town of Inglis, FL
2011
employees in the following areas: Vocational Training and Education, Job
Placement, Client-Oriented Job Creation, and Job Maintenance. The aim of the
local economic development plan of the town of Inglis is to eliminate lapses of
training and other work-related issues. Economic developers interested in
applying a human resource development strategy in their community to expand
jobs and improve community wellbeing need to discover how the increases in
skills of current or potential workers can expand opportunities for groups of
people or businesses currently not fully participating in the local community.
Tools for People Centered Approaches
Tool
Workforce
Investment Boards
Vocational Training
and Education
Training Programs
X
Youth Enterprises
X
Initiatives
Career Ladders
Placement
Client-Oriented
Job Creation
X
Targeted Hiring
Self-Employment
Job
X
First-Source or
Agreements
Goal
X
X
X
X
X
X
COMMUNITY ECONOMIC DEVELOPMENT
Community economic initiatives have been used to revitalize neighborhoods, cities,
and underdeveloped countries around the world. Blakely & Leigh (2010) state
“community economic development seeks to improve conditions within a geographic
area that is populated by the disadvantaged and unable to control its socioeconomic
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Town of Inglis, FL
2011
direction or resources both, human and physical” (p. 329). This statement may be
relevant to the citizens in the town of Inglis as it may be necessary for local citizens to
look for jobs outside of their communities, while local economic developers
simultaneously try to convince outside resources, such as “investors and businesses” to
come into in the community to help boost the local economy.
In order to achieve some of these goals the following organizational structures may
be developed by a community: community development corporations, community
cooperatives, local enterprise agencies, employee/worker ownerships, and community
employment and training boards.
Community Development Corporations
Community Development Corporations (CDCs) furnish programs, extend
reliable services, etc. that stimulate and sustain community economic
development. Generally, CDCs concentration focus on serving individuals that
falls well below the line of poverty and/or striving communities. Good CDCs
develop strategies that are coordinated, comprehensive, feasible, and
responsive to community needs. CDCs are a vital component in the local
economic development plan of the town of Inglis by regenerating communities.
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Town of Inglis, FL
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Comparison of Organization Forms of
Community-Based Economic and Employment Development
Organizational
Objectives
Methods
Development
level institutions
organization
Community
Corporation
Build community
Community
and business
formation
Community cooperative
Community /worker
Local enterprise
Unemployed/community Local resource
Employee/worker
Worker control
agency
ownership
Community employment
and training board
Producer control
Collective business
Business formation
mobilization
Human resource
Training
development
Worker Finance
Institutional Advantages of CDC’s
•
•
•
•
•
•
•
Use private development techniques for public purpose
Target benefits to communities and individuals in need
Mobilize local initiative to address local priorities
Take a long-term approach to development
Link planning to implementation
Link complementary projects within a comprehensive strategy
Understand and work with the processes of both the public and
private sectors
•
Legally can, and in practice do, attract both public and private
resources in a
•
•
variety of roles
Work directly with small businesses
Reinvest resources in the community have incentives to operate
programs efficiently
•
Can transfer capacity among program activities
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Town of Inglis, FL
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Incentives and Community Benefit Agreements
Incentives and community benefits are utilized to bring businesses and
entrepreneurs to depleted communities. Incentives should be packaged to meet
the needs of the firm or individual entrepreneur a community is trying to attract
or encourage in the area. Throughout the last few years, communities have
expounded incentives and community benefits to attract more businesses and
entrepreneurs. At the same time, business being recruited to a community, or
even just looking for a location to land, has come to see the offering of
incentives as the norm rather than the exception.
Local Government’s Role in Community Economic Development
•
Developing revolving loan funds and similar financing as seed capital for
community projects
•
Examining means to subcontract to community groups the delivery of
community services or the operation of community facilities
•
Developing work spaces and facilities for community groups to commence
enterprise activities
•
Identifying surplus or underutilized local government equipment that might
be used by community groups
•
Establishing a network of people or service clubs that can provide technical
assistance to community groups
•
Making community-based initiatives a component of the overall local
economic strategy
•
Helping communities negotiate community benefit agreements
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Town of Inglis, FL
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The Local Context
Traditionally, economic development in a rural area focused on creating a regional
economic development strategy. This is often comprised of one or two larger areas in
the region as the focus of development. Recently though, it is being realized that
small rural communities are able to be extremely competitive in attracting and
developing highly specialized and successful businesses, as technology has allowed
business owners to stay connected to markets while providing them the opportunity to
enjoy an improved quality of life.
The rural or small town lifestyle has grown more attractive as the quality of life in
many urban areas has declined with congestion, crime, and the rising cost of living.
Two other unfavorable aspects of urban life sometimes noted are the “placeless-ness”
of many cities, and the reduced status of the individual within large, concentrated
populations. “Placeless-ness” describes the phenomenon of clogged, often featureless,
multi-lane highways leading past national chain stores and restaurants to reach lookalike residential developments. (Harris & Tanaka, 2002)
In order to protect the community’s quality of life, Inglis should include the concept
of sustainability in their economic development process. Sustainability focuses on the
preservation of the natural environment and preservation and enhancement of the
quality of life, alongside the broader goals of economic development such as
entrepreneurial development and reducing inequity and inequality. Along with Inglis’s
natural beauty, the rural lifestyle is a large component of the town’s quality of life.
Any economic development effort should respect both of these attributes. Doing
otherwise would be shortsighted, and could degrade the local characteristics that make
the area attractive in the first place.
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Town of Inglis, FL
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INGLIS AS A RURAL AREA
While Inglis does not have specific future land use designations as rural residential
or agricultural (Future Land Use Map, Appendix), it is nevertheless a rural area. Its
residential makeup is almost exclusively low-density single family, with a very small
component of multi-family and high-density residential future land uses. Levy County
and all its municipalities are designated as rural by the Rural Economic Development
Initiative division of Florida’s Office of Tourism, Trade, and Economic Development
(REDI, 2011).
GROWTH IN RURAL COMMUNITIES
Across the country, for example, there have been rural communities who have
improved their economic status through a combination of persistence, community
coordination and support funding. One community in Northern California was faced
with several natural disasters and a Rand McNally designation of the worst place in the
nation to live, yet, after the implementation of intense economic development
initiatives, was later named by Forbes as one of the top ten rural places to do business
(Johnson, 2006).
In an economic development report prepared for the US Department of Agriculture
(USDA), Aldrich & Kusmin (1997) summarized an economic research service analysis,
on potential economic growth in non-metro counties. According to their analysis,
there are many factors that were consistently associated with positive or poor growth
in rural areas.
Factors associated with positive growth:
o
o
o
o
Low initial labor costs
Attractiveness to retirees
State right-to-work laws
Excellent high school completion rates
39
Town of Inglis, FL
o
o
2011
Good public education expenditures
Access to transportation networks
Factors associated with poor growth:
o
o
o
Initial higher wage levels
Concentrations of transfer-payment receipts
Concentrations of small independent businesses in the goods-producing sector
Knowing the role of these factors helps development officials gauge whether the
current is running with or against them. However, the presence of substantial
unexplained variations means specific local strategies and strengths, as well as less
quantifiable factors, is also important. Having favorable circumstances does not
necessarily ensure strong economic growth.
Inglis will benefit from economic development and improvement in the following
areas: income, equality, education, jobs, poverty, and infrastructure. Studies show that
education level is a highly influential factor in determining the economic conditions
and quality of life within any given community or nation. Gaps within literacy rate as
well as other economic opportunities have increased across all scales of the economy,
with the widest gaps most prevalent in the rural communities. With globalization
increasingly rising and altering the business and work for all nations, it will be to the
town of Inglis’ advantage to effectively plan for continual economic development,
stability, and growth.
Below is a table with the planner and the recommended roles they should adopt
during the planning process. The roles were chosen after evaluating each planner’s
resources and attributes. These roles are only suggestion, and planners may chose
alternative roles if they wish.
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Town of Inglis, FL
2011
SELECTING PLANNERS AND THEIR ROLES
Inglis
The town of Inglis should take on the role of entrepreneur. Entrepreneurs
take on the responsibility of creating, attracting, or relocating businesses. Inglis
needs this role, because they know which type of development will work within
their community. The Town’s Comprehensive Plan lays out several goals
including managing growth, while protecting the natural habitat. The
entrepreneur role will allow them to achieve their goals instead of choosing
goals other entities believe are beneficial.
Yankeetown
Yankeetown should take on the role of coordinator. They need to work with
Inglis to create a development strategy that would benefit Inglis with little
detriment to Yankeetown. Yankeetown is ten minute from Inglis. Any
development, even a small project, can impact the small town with a population
of less than 700
Levy County
Levy County will act as a facilitator. They can bring approaches and
strategies from the other municipalities in their jurisdiction. Inglis would need
to consult with them to ensure they can handle the transportation and water
issues (drainage, quality, flood measures, etc.) a new development would bring.
Withlacoochee Chamber of Commerce
The Chamber of Commerce should act as a stimulator. They can market
Inglis as an ideal location to attract new business, and have current business
relocate within their town limits.
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Town of Inglis, FL
2011
Recommended Planning Roles
Planner
Inglis
Yankeetown
Levy County
Role
Entrepreneur
Coordinator
Facilitator
Tasks
Manage growth and
protect natural habitats
Provide input on Inglis’
development plans
Coordinator
Stimulator
Residents of Inglis
Stimulator
avenue to pursue to
grow their city
Yankeetown will be
impacted by Inglis’
plans
Levy can draw on
ture, and adequate
experiences.
transportation/infrastruc
other municipality’s
Coordinating
Citrus can draw on
ture, and adequate
experiences.
transportation/infrastruc
services
Withlacoochee
Chamber of
Commerce
Inglis knows the best
Coordinating
services
Citrus County
Justification
other municipality’s
Market Inglis to
The Chamber can
prominently feature the
an ideal location
developers, and
towns attributes
Work with Inglis to
attract businesses, and
show investors
market the county as
Happy residents
equals development
eagerness for
development
Southwest Florida
Water Management
District
Facilitator
Florida Department of
Transportation
Facilitator
Florida Department of
Environmental
Protection
Facilitator
Create potable water,
The District provides
drainage requirements
requirements to
storm water, and
uniform
ensure safety
Ensure the town can
The Dept regulates
people and traffic
has dealt with
handle the influx of
the entire state, and
municipalities
Ensure the towns water
The Dept regulates
handled properly
has dealt with
supply and solid waste is
the entire state, and
municipalities
42
Town of Inglis, FL
2011
Residents of Inglis
The residents of Inglis act as a Stimulator. Their willingness to advocate for a
new business and their acceptance of the new development project can attract
investors/developers. If the residents are against a project, the
investors/developers will find a new location that is more receptive of their
business.
Southwest Florida Water Management District
The Water Management District (the District) should act as a facilitator when
dealing with storm water management and wetland protection issues. The
District provides uniform requirements to all municipalities within their
jurisdiction. They will evaluate the development plans Inglis has to determine if
the current infrastructure can handle the new development and still meet the
requirements or if improvements need to be made.
Florida Department of Transportation
The Department of Transportation (FDOT) should act as a facilitator when
dealing with transportation issues only. FDOT provides uniform requirements
for all work within state right-of-way. Levy County will also be involved in
transportation discussions. However they will act as coordinator. FDOT will
evaluate the development plans Inglis has to determine if the current
infrastructure can handle the new development and still meet the requirements
or if improvements need to be made.
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Town of Inglis, FL
2011
Citrus County
Citrus County should act as a coordinator. They are located south of the
Town, but they can provide additional input on handling Transportation and
water issues.
Florida Department of Environmental Protection
The Department of Environmental Protection (FDEP) should act as a facilitator
when dealing with environmental issues only. FDEP provides uniform
requirements to all counties and municipalities in the state. FDEP will evaluate
the development plans Inglis has to determine if the current infrastructure can
handle the new development and still meet the requirements or if improvements
need to be made
The forthcoming section will focus on Phase I and Phase II of the planning
process. The later portions of the paper will explain in detail Phases III-VI, and
provide strategies and examples of each phase.
PHASE I: DATA COLLECTION AND PROBLEM IDENTIFICATION
Phase I of the planning process is primarily focused on gathering information about
demographics, the character of the economic base, and local problems in generating
jobs and wealth.
Demographics
The town Inglis is located in Florida and population was previously estimated
at 1,491 in the 2000 U.S. Census Bureau. As of the 2004 U.S. Census Bureau,
the population of the Town of Inglis was approximated at 1,590. In the 2009
U.S. Census Bureau, the population of the town of Inglis escalated to 1,618 with
an increase of 8.5% since 2000.
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Town of Inglis, FL
2011
The median income for a household in the town of Inglis is calculated around
the average of $24,432 and the median income per family is $27,734.
Generally, men have a base median income average of $24,342 as opposed to
$20,278 for females. Unfortunately, a modest percentage of the population
(22.3%) and families (18.9%) fall well below the line of poverty. The intent of a
local economic development plan is to offer adequate and ascending standards
of living for the entire population of Inglis.
Character of Economic Base
The town of Inglis, Florida is in need of economic development, including
people oriented approaches, community development as well as innovation, job
creation, and infrastructure investments. Implementing a human resource and
community economic development initiative will be instrumental in improving
the local economy, along with improving the socioeconomic issues within the
community. While understanding that workforce development is vital in the
revitalization process, it is equally important to ensure that citizens in the town
of Inglis are actively involved in the implementation process and given the tools
and resources needed to be confident that future objectives are achieved and
sustained.
GOALS OF INGLIS, FLORIDA
The town of Inglis would like to improve and expand economic conditions and
opportunities for its residents. This would strengthen their tax base. This community
seeks to promote commercial, industrial and institutional development that can help
create new jobs, increase wages and revenue. Inglis would like to develop the
economic bases that are consistent with the Comprehensive Plan such as:
45
Town of Inglis, FL
•
•
•
•
•
2011
Aquaculture
Eco-tourism
Software development
Light industry
Other commercial activities
With all this said, below are the town’s goals according to the Comprehensive Plan:
Inglis Town Goals (A through I)
A. Future Land Use Element
Goal 1: To ensure that the character, magnitude, and location of land uses,
provides a system for orderly growth and development that achieves a
balanced natural, physical, and economic environment, and enhances the
quality of life of all residents.
B. Transportation Element
Goal 2: To provide a system for both motorized and non-motorized modes of
transportation, which serves to maximize public safety, supply
convenient access to destinations, is efficient in design, and promotes
energy conservation.
C. Housing Element
Goal 3: To encourage and promote the availability of affordable, decent, safe
and sanitary housing to meet the needs of the present and future
population of the town.
D. Infrastructure
Goal 4A: To have orderly development which maximizes the efficient use of
existing facilities and natural resources and provides the adopted level of
service concurrent with development.
Goal 4B: To provide sanitary treatment of wastewater in an environmentally safe
manner through the year 2020.
46
Town of Inglis, FL
2011
Goal 4C: The town's contracted collection service shall collect and dispose of
non-hazardous solid waste in a manner which is environmentally
safe and which promotes resource recovery with a goal toward mandatory
collection town-wide by 2015.
Goal 4D: Storm water shall be managed for runoff quality and quantity.
Goal 4E: To provide a safe, adequate supply of potable water to town residents
and businesses through the year 2020.
Goal 4F: To maximize the recharge ability of developed land and insure a safe,
plentiful supply of potable water.
E. Conservation Element
Goal 5: To preserve, conserve, and appropriately manage all of the natural
resources of the Town of Inglis and to provide protection of unique and
environmentally sensitive lands, life, and property from natural and man-
made hazards.
F. Recreation and Open Space
Goal 6: The provision of sufficient and adequate recreation and open space
opportunities enabling high quality participation for all residents and
visitors of the Town of Inglis.
G. Intergovernmental Coordination Element
Goal 7: To establish viable mechanisms and process among the pertinent
governmental, public and private entities to ensure awareness and
coordination of all development activities, and provide effective and
efficient utilization of all available resources to ultimately enhance the
quality of life for present and future populations.
H. Capital Improvements Elements
Goal 8: The town shall provide public facilities, at an adopted level of service
which shall be met for all existing and future development, through the
financial commitment of a 5-Year Schedule of Capital Improvements, a
Capital Improvements Program and a development process which
47
Town of Inglis, FL
2011
requires development to be concurrent with the town's ability to finance
and complete needed public facilities.
I. Economic Element
Goal 9: The Town of Inglis seeks to improve and expand economic conditions
and opportunities for its citizens and to strengthen its tax base. Thus,
the town intends to promote various forms of commercial, industrial and
institutional development, which create new jobs, increase wage levels
and generate revenue. The town seeks to stimulate and facilitate the
development of aquaculture, eco-tourism, software development, light
industry, and other commercial activities, which are consistent with other
elements of the Comprehensive Plan. The town also seeks to foster the
retention and growth of existing businesses.
PHASE II: PLANNING APPROACHES – STRATEGY SELECTION
Phase II of the planning process is oriented towards specifying the types of
approaches the community will take towards economic development and selecting
broad strategies to solve problems identified in Phase I. To achieve a community’s
goal, leaders must decide which approach or a combination of approaches will be
utilized. The approaches are: Locality Development Strategy Option, Business
Development Strategy Option, Human Resource Development Option, and CommunityBased Employment Development Strategy Option.
SWOT Analysis - Strengths, Weaknesses, Opportunities, Threats
In order to gather important information about the town, one of the methods
that can be used is a SWOT analysis (strengths, weaknesses, opportunities,
threats). This is consistent with the strategic planning approach. This process
also provides a guide for identifying specific strategies the town may wish to
pursue. The SWOT analysis should involve several stakeholders such as
48
Town of Inglis, FL
2011
community members, community leaders, business owners, local policy makers
and strategic local institutions. All of these stakeholders should have an active
role in assessing the strengths and weaknesses of the town. The analysis will
focus in the areas needed to help reach the economic development goals of
Inglis.
After gathering all the information from the SWOT analysis, these
perspectives by different community groups will be studied in order to
understand what planning approaches should be considered. The planning
approach will depend on the external/internal culture of Inglis and the
expectation of the community.
Below is a SWOT analysis conducted for Inglis based on locality, business,
human resource, and community development approaches towards economic
development. A two step process was conducted. First, each member of the
research team identified town strengths, weaknesses, opportunities and threats
for each of the four development approaches. Each researcher then prioritized
the SWOT through a ranking process. Three “stars” were allotted to individual
researchers to place next to each SWOT he/she believe to be the priority item. A
researcher could place all three stars next to just one item. This would indicate
a very high priority. Alternatively, three separate items could be chosen with just
one star provided for each. The numbers beside each statement represent how
many votes each factor received.
49
Town of Inglis, FL
2011
Locality Development SWOT
Strengths
Weaknesses
Only 5 miles from the
7
Lack of infrastructure
9
Near 2 major highway
5
No central sewer
9
Natural assets
8
Distant colleges and
4
It’s a beautiful place
2
Gulf
systems
system
universities
Opportunities
Threats
Infrastructure
4
Threats to ecosystem
6
Incentives for business
4
Large start-up capital
5
Town-scapping
6
Potential nuclear plant
5
improvements
development
and waterways
costs
50
Town of Inglis, FL
2011
Business Development SWOT
Strengths
Public/private
Weaknesses
6
partnerships
Diverse sources of
capital
Open land / available
sites
7
7
Low Wages
7
Lack Investment
10
Opportunities
Non-thriving
environment hinders
6
success
Opportunities
Threats
Skills
7
Low tax base/lack of
7
Job and wealth creating
9
Negative perceptions of
6
enhancement/training
funding
change of change from
business
Lack of competition
5
Better available
opportunities elsewhere
7
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Town of Inglis, FL
2011
Human Resource Development SWOT
Strengths
Available workforce
(loyal workforce)
Increases long term
economic vitality
Cultivates public-private
and economic
development
Weaknesses
8
7
7
No nearby college
5
Lack of high paying
9
Workforce training
5
Education opportunities
2
jobs
organization
partnerships
matching future
employee demands
Opportunities
More/better jobs can
Threats
8
Younger residents all
8
New jobs can increase
7
No incentive for new
4
Enhancing
3
All fastest growing jobs
5
increase the quality of
life
technological awareness
communications
between educators,
leaving town
jobs
in FL require higher
education
students, and the job
market
Continuing education
programs
2
Funding sources for
education/training
2
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Town of Inglis, FL
2011
Community/Neighborhood Development SWOT
Strengths
Passionate City
Council/citizen
Weaknesses
5
volunteer
Wide variety of support
Support from local
towns
5
5
Lack of resources
2
Lack of diversity
3
Lack of participation in
2
because of small size
the regional workforce
investment board
Lack of entertainment
Opportunities
2
Threats
Attract environmental
3
Poor economic
4
Community Marketing
3
Lack of funding
5
Foster cooperation
2
Better opportunities in
4
based business
between differing
groups
Retain high quality of
life
conditions
neighboring
communities
2
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Town of Inglis, FL
2011
Recommended Strategic Investments
The following section describes the recommended strategic investments the town
of Inglis may wish to consider. The courses of action are organized according to the
four major approaches towards economic development.
LOCALITY AND BUSINESS DEVELOPMENT STRATEGIES
Locality Development relies on upgrading the location that has been designated for
industrial or commercial use. Making the area more aesthetically pleasing can attract
new investors, and old ones that were deterred by their surroundings. Small
applications such as regularly performing right of way maintenance and planting trees
can change the look and feel of an area. Major renovations such as updating
dilapidated buildings in a neighborhood can attract business as well as new residents.
The Business Development approach is used in areas where there are not enough
jobs to meet the local population needs. Incentives to attract new businesses and
relocate existing businesses must be implemented. Leaders should also be mindful of
their loyal residents. While catering to the new businesses, community leaders must
also provide a sustainable environment for their existing business to grow.
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Town of Inglis, FL
2011
Non-prioritized Locality & Business Development Recommendations
Policy Tool
Zoning Regulations
Application
Establishing flexible development regulations to
developers will allow for targeted growth to succeed.
Additionally, this tool requires few monetary
obligations for the town of Inglis.
Regulation Improvement
Mitigating any encumbrances in the application
process for economic development will encourage
developers to invest in Inglis.
Townscaping
Allows the town of Inglis to incorporate all facets of
localized economic development (Physical, Attitudinal)
by encompassing local business input into the process.
This method focuses on revitalizing a community’s
core local businesses.
Community Service
Creates the opportunity for endless arrangements of
economic development. Central premise is cost cutting
and job creation. For instance, privatizing a visitor’s
center.
One-Stop Centers
Provides Information to Businesses (e.g. statistics,
financing, permits, building regulation) Saves
businesses time and eliminates frustration
Tourism
Promotion/Programming
Inglis proximity to the Gulf of Mexico could allow for
Enterprise Zones
Designate a geographic area and provide incentives
the development of tourism initiatives.
(e.g. offering tax relief packages and wage subsidies)
for businesses looking to start up or expand. Can be
targeted specific industries.
Small Business Development
Center
Provides management training, counseling/consulting,
and research services for new and existing businesses.
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Town of Inglis, FL
2011
Criteria Definitions for Decision Matrix Recommendations:
To prioritize the recommended strategic investments, a criteria and
weighting system used implemented. This is presented as an analytical decision
matrix. The criteria weighting scale is based on 1-10 scale, where (1) is the
lowest rating and (10) being the highest rating. In this analytical decision matrix
each of the recommendations is measured against six criterions, which are as
follows: Equity; Effectiveness; Efficiency; Political Acceptability; Cost;
Administrative Feasibility. Upon designating the individual recommendation
scores based on each of the six criterions in the matrix the summation of each
score for each recommendation is totaled at the bottom, with the highest scores
reflecting our economic business & locality development recommendations.
Eleven students participated in this process.
Equity as a criterion is defined as “The fair, just and equitable
management of all institutions serving the public directly or by contract; the
fair, just and equitable distribution of public services and implementation of
public policy; and the commitment to promote fairness, justice, and equity in
the formation of public policy” (Standing, 2000). Given the public resources
used in implementing economic development strategies we conclude that the
latter mentioned definition of equity encompasses all the standards necessary to
measure the proposed recommendations. The criteria weighting scale attributed
to Equity is six (6).
Effectiveness as a criterion is defined as the manner in which the overall
recommendation can effectively be implemented for the town of Inglis. The
definition includes approximations of the internal capacity and resources
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Town of Inglis, FL
2011
available to the town of Inglis. The criteria weighting scale for Effectiveness as a
criterion is eight (8).
Efficiency as a criterion within our recommendation matrix is defined as the
total level of inputs (i.e., resources) needed over the total level of outcomes
produced (i.e., positive economic indicators). Given the restraints of the
availability of quantitative data to accurately produce scales measuring
efficiency for each recommendation our criteria weighting scale for efficiency is
the product of conducting a literature based qualitative research on each
proposed recommendation. The Efficiency criteria weighting score is seven (7).
Political acceptability as a criterion for our recommendation is defined as
the willingness of local politicians in accepting the economic development
strategies proposed. Local community leadership is a paramount objective in
planning and implementing economic development approaches. The criteria
weight given to Political Acceptability is seven (7).
Cost as a criterion is defined within our recommendation matrix as the
overall costs associated with each strategy encompassing all aspects of each
approach from start to finish. The cost summation of each proposal is a
qualitative assessment based on the resources needed to implement each
strategy. The Cost criteria weight scale for our recommendation is eight (8).
Administrative feasibility as a criterion is defined within our decision
matrix as the overall costs associated with the pre and post implementation
processes for each strategy to the town of Inglis. Local government costs are
assessed through the literature review of each economic development strategy
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Town of Inglis, FL
2011
and the estimated levels of resources needed to implement. The criteria weight
given to Administrative Feasibility for our recommendation is eight (9).
Environmental impact as a criteria is defined as policies and procedures
aimed at conserving the natural resources, preserving the current state of
natural environment and, where possible, reversing its degradation. The
importance of environmental impact to our decision matrix reflects a criteria
weighting of eight (8).
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Town of Inglis, FL
2011
Evaluation Results
59
Town of Inglis, FL
2011
60
Town of Inglis, FL
2011
THE HUMAN RESOURCE DEVELOPMENT OPTION (THE SUPPLY SIDE)
This approach realizes that people generate wealth. Attracting good jobs for the
unemployed and underemployed is ideal. While attracting high wage jobs it is essential
to look at the current workforce and their capabilities. The current workforce may need
to be trained to excel in the new jobs so the city and the workforce can continue to
grow.
This approach can be used to reinvigorate the town of Inglis, Florida, a town
suffering from a 10.9% unemployment rate and 9.7% college graduation rate that may
be distinctively tied to a combination of both an undertrained workforce and lack of
public participation in workforce development. One of the reasons Inglis mahy lacking
public participation in workforce development is due to the fact that most citizens
work outside the community. On average most citizens travel over 35 miles to work
and as a result, they are not maximizing the usage of their local resources such as
their local gas stations and/or local restaurants.
In regards to the local economic development plan of the town of Inglis, the
following human development and training programs are recommended: Workforce
Investment Boards, First Source or Targeted Hiring Agreements, Training Programs,
Youth Enterprise, Self-Employment Initiatives, and Career Ladders.
Workforce Investment Boards can be a very useful tool in the local economic
development plan of the town of Inglis if there is not a partnership between local
business owners, training boards, and community organizers. Recently, with the help
of WIB’s community groups have attempted to pull together local business and
community-based economic development programs into a single employment network
(Blakely and Leigh, 2010, pg. 306). The town of Inglis does not have any partnerships
established between the community groups, faith-based organizations, etc. A great
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Town of Inglis, FL
2011
starting point in the local economic development plan of the town of Inglis is
establishing partnerships through the utilization of WIB’s for community advancement.
First source or targeted hiring agreements can be a valuable instrument in the
local economic development plan of the town of Inglis because it expands employment
of local individuals. This is done to ensure that the promises of job creation that comes
from developers, and local government agencies promoting the development, will
benefit the community from which both parties seek cooperation and approval. The
town of Inglis does not have any first-source or targeted hiring agreements enacted to
specifically hire its local individuals rather than outsiders. A crucial element of the
local economic development plan of the town of Inglis is instituting first-source
agreements or targeted hiring agreements for the furtherance of the community.
Training programs are considered as striking mechanisms in the local economic
development plan of the town of Inglis due to the increasing needs of employers.
Particularly in the last decade, an observable convergence of trends has heightened the
need for more, and better, job training: the increasing speed of technology change, the
increasing sophistication of foreign competitors, the export of manufacturing jobs,
downsizing due to pressures to increase productivity, shortcomings in the quality of
formal education (particularly at the high school level), and the aging of the workforce
(O’Toole et al., 2006, p.127). An additional component the town may wish to consider
is initiating training programs that not only meets the requirements of businesses but
also the needs of a community as well.
The town of Inglis does not have any youth enterprises in which individuals
under the age of 18 can gain significant work experience. The basic idea is to start
business within the skill range of youth to give them some experience in how the
business system works. Youth enterprises are reflected as an important segment in the
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Town of Inglis, FL
2011
local economic development plan of the town of Inglis due to the population under the
age of 18 is considered at 20.9%.
Self-employment initiatives are an essential component in the local economic
development plan of the town of Inglis seeing as a small percentage of the population
and families fall well below the line of poverty which certainly has an negative effect on
the current unemployment rate (10.8%).
The town of Inglis has a base median income average of $24,342 (Men) and
$20,278 (Women), which is determined largely by diminutive skills and insignificant
wages. Career ladders are an imperative segment in the local economic development
plan of the town of Inglis is to help individuals’ progress to higher employment
positions through proper training and education.
Inglis’s economic growth has been stagnant due to the lack of innovation and
technology. In Ingis, it is estimated that 26% of its citizens did not obtain a high
school diploma and only 7.4% obtained a bachelor’s degree (City-data.com, 2011).
Therefore, it may be beneficial for local economic developers to invest in primary and
secondary public schools in Inglis. It may encourage more children in Inglis to seek
higher education, and as a long-term effect, decrease their need for “public resources”.
THE COMMUNITY-BASED EMPLOYMENT DEVELOPMENT STRATEGY
This approach focuses on the neighborhood. Developing specific neighborhoods
can provide relief to the long term unemployed, new workers and community groups
looking to give back. This approach is meant to bridge the gap between the end of
social welfare programs and the beginning of a productive job in the local economy.
Alternative community based employment benefits those that need new skills or need
to update their existing skills. Commuity Development Corporations (CDCs) are an vital
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Town of Inglis, FL
2011
in local economic development. The town should consider establishing a CDS to assist
in its development efforts. A CDS can assist in marketing community assets and
building the capacity of the town to undertake larger development projects.
Targeting and Marketing Neighborhood/Community Assets
•
•
•
•
•
•
•
•
Located on the Gulf Coast of Mexico
Positioned north of Tampa, Florida
Safe Environment for New Businesses
Small Police Department (8 officers)
Minimal Crime Rate
Commercial Fishing/Shrimping Accessibility
No Impact Fee for New Construction
Low Construction Costs
PLANNING APPROACHES
The town should consider a strategic planning as a guide in decision making.
This orientation looks toward the long-term goal of sustainability and focuses on
gradually growing community assets and providing support to new ventures. Once
Inglis achieves their goals, they will be able to sustain this new level of service and
quality of life, without substantial help from surrounding entities.
Contingency Planning is another attractive orientation. Always assuming the
worst and best possible outcomes will leave you with few surprises in the planning
process. It also gives the planners a chance to evaluate several planning options. Those
options can be combined to create a new strategy.
The Impact Planning method is not an attractive method, because it does not
provide the community with a means to sustain their new business ventures. Once the
federal funds disappear, the community will be left with the burden of paying for this
new venture. If they have not created a sustainable base, during the time they were
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Town of Inglis, FL
2011
receiving the funds, their new businesses will collapse. This leaves Inglis in a destitute
state. They would need to recoup the losses from the failed business, and start the
development process over.
Another non-attractive orientation is the Recruitment Planning. This orientation
assumes all business is good, and does not give the public a chance to participate in
the process. In a small town like Inglis public participation is important. If half of the
residents are against a planned development project, that project is doomed from the
start. Developers do not have a large population to draw from and keeping the
residents in the loop and happy is the only way to have successful development. Also,
Inglis is a small community. They need to be particular about the kind of development
they attract.
MANAGING STRATEGIC INVESTMENTS
Provided below are recommended management plans for the strategic investments
the town may wish to consider. The policy, responsible parties for implementation,
proposed timeline for implementation, and pre-implementation requirements (studies,
inventories, etc.), and tasks are provided in each table. Please note that economic
development organization must be sufficient in the following areas:
1.) Research
2.) Information provision
3.) Marketing
4.) Coordination of the activities of other groups
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Town of Inglis, FL
2011
Proposed Management Plan: Business Development Strategies
Policy
Purpose
One-Stop
To provide information
Withlacoochie Chamber of
to businesses-
Commerce / Economic
documents and materials
financing, permits,
Development Team
necessary to provide information
Centers
Responsible Party
Timeline
Medium
Requirements and Tasks
Central location / facilities;
regulations- in one
location
Tourism
To attract tourism and
Promotion /
to stimulate economic
Commerce
Programming
Enterprise
Zones
Small Business
Development
Center
On-going
Pamphlets, web site, brochures;
marketing tools to communicate
growth
to outside community
To provide incentives
Community Redevelopment
for business looking to
Agency (Town or County)
Medium
Marketing materials; incentives
to provide to businesses
start up or relocate
Provide assistance
(management
Commerce / Town of Inglis or
trainings, counseling
County Economic Development
consulting, research
Team / Existing Businesses
Longterm
Human capital, facilities,
research services
services) to help new
and existing business
to be successful
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Town of Inglis, FL
2011
Proposed Management Plan: Locality Development Strategies
Policy
Zoning
Regulations
Regulation
Improvement
Townscaping
Community
Service
Purpose
Establish flexible
development
regulations
Increase application
process efficiencies
Revitalize community
core local businesses
Flexible initiatives
that create jobs and
cut costs
Responsible
Local business owners and
government officials
Business and government
Timeline
Ongoing
Tasks
Review comprehensive plan
and zoning maps. Create
incentives for targeted area
Short-Term
Develop surveys for current
businesses. Identify current
inefficiencies
Economic development
personnel (public and
Long-Term
at other towns as models.
Survey citizens. Revisit
private)
Local officials and citizens
Obtain work estimates. Look
previous study
Long-Term
Determine desired local
services. Examine community
service initiatives in other
cities
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Town of Inglis, FL
2011
Proposed Management Plan: Business Development Strategies
Policy Tool
Self-Employment
Initiative
First-
Source/Targeted
Hiring
Purpose
Activity
Responsible Party
Timeline
Lower rate of
Data
Planning Board
1-4 months
Underutilized skills
Grant Admin.
4-6 months
of funding, partnership
Town/University
Ongoing
Chamber of Commerce
Immediate
unemployment
and promote
entrepreneurship
Give local
resident
competitive
advantage
Collection
Funding
Training
Identify
Employer
Negotiate
Agreement
Chamber of Commerce
City Manager
Business Owner
Immediate
Short-Term
Tasks
employer needs, sources
with UF College of
Business.
List of interested
employers and contacts
Negotiated Contracts
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Town of Inglis, FL
UTILIZE SUSTAINABILITY AS A GUIDING PRINCIPLE FOR STRATEGIC INVESTMENTS
Sustainability is still a fairly new concept that brings upon different opinions on
how it should be used as a conceptual guide for the formation of public policy. Many
view sustainability as a good thing, but what exactly is sustainability? Sustainability
derives from the root word: sustain. The dictionary’s definition of sustain is “to keep in
existence, to maintain or prolong” (Beatley, 1995). The term sustainability is very
popular in biology and ecology with the idea that resources can be used to its full
potential, as long as it does not exceed its “carrying capacity” (Beatley, 1995). The best
example of this notion is that any given environment should be able to sustain its
population of the plants and animals. If ever the environment becomes overpopulated, the environment will collapse. Sustainability became a strong theme in the
1980s within the environmental planning and policy circles. With the growing
popularity of the concept, the term sustainable development arose, which focused
more on human interventions, and how human projects have failed to respect the
“carrying capacity” on the land which we build on.
SUSTAINABLE DEVELOPMENT
Sustainable Development was first defined in 1987 by the World Commission
and Development (WCED) as that which “meets the needs of the present without
compromising the ability to of future generations to meet their own needs” (Beatley,
1995). However, in 1993, the National Commission on the Environment defined
sustainable development as:
“a strategy for improving the quality of life while preserving
the environmental potential for the future, of living off
interest rather than consuming natural capital. Sustainable
development mandates that the present generation must
not narrow the choices of future generations but must strive
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Town of Inglis, FL
to expand them by passing on an environment and an
accumulation of resources that will allow its children to live
at lease as well as, and preferable better than, people today.
Sustainable development is premised on living within the
Earth’s means” (Beatley, 1995).
As one can see, the concept of sustainable development stresses the importance
of preserving the quality of life by living within the carrying capacity of the
environment, so that future generations will be able to live in an environment that is
better than today.
Concept and Policy Decisions
As previously mentioned, the idea of sustainable development has many
differing opinions and views. This has partly to do with the fact that balancing the
three E’s of sustainable development (economy; environment; and equity), has been
quite a challenge. Local economic developers use the resources provided by the
surrounding environmental system. In a resource-based economy, growth should be
tied to the rates at which renewable resources can be regenerated (Jepson, 2004).
However, resource-based economy hinders expansion of the economy to beyond its
environmental limits. Consumption and growth is therefore required to be limited at a
“minimum acceptable level” that is determined by the availability of natural resources
rather than the forces of supply and demand (Jepson, 2004). Based on resource
economics, policy decisions in local economic development must consider the proper
balance for the accuracy valuation and effective allocation of public amenity resources.
Evidence of the effort in local appreciation would be the presence of public policies
that are consistent with sustainable development.
Local economic development policy decisions must consider the amount of
waste that is produced. Humans have needs, but so does the environment, in order to
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endure a better life for the future generations. So, policy decisions at the local
government level must try to balance their efforts in order to reach the equilibrium of
sustainability.
Three Conceptual Dimensions of Sustainability
System reproduction
A system of reproduction has been described as “the rate of change of
any urban system that must be sustained over time without exceeding the
innate ability of its surroundings to support the process…including the ability of
the surroundings to absorb the impacts of the process”. System reproduction
focuses on two aspects of sustainability: the duplication of the status quo and
the fostering of revitalization. The status quo refers to the maintenance of
current levels of the quality of built and natural environmental systems.
Revitalization results in betterment that improves or renews the physical
character of these systems. For example, built environments become more
livable, ecosystems become healthier and benefits of improved environmental
and economic conditions become more equitably distributed. Reproduction
ensures that movement from past to present is in a sustainable direction and
future policies are on track to achieve progress. A focus on sustainable
reproduction will allow communities to be able to continuously reproduce and
revitalize themselves.
Balance (among Environmental, Economic, and Social Values)
In developing sustainable initiatives, planners must also be able to adopt a
sense of balance between the sometimes competing values of the three Es:
environment, economic and equity. All three of these values are vital and
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necessary components to a successful sustainable economic development plan
and will often require coordination, negotiation, and compromise. For example,
if the environmental values are not represented in a comprehensive economic
development plan, then the basic life support process on which a community
depends cannot be sustained; and thus the remaining two values suffer. Both
the local effort of the community and planner involvement is crucial to the
achievement of sustainable development. It is also the practice of equilibrium
among these 3 elements to reach the most efficient way of sustaining our world.
Link local to global concerns “Think globally, act locally”
Communities must also strive to achieve a link between local and global
concerns to reach successful sustainability initiatives. The efforts involved in
attaining sustainability should not just be focused on the needs of the internal
community as globalization is becoming an ever increasing and important force
for communities of all size. If a community effectively achieves and retains
improvements in quality of life through sustainable initiatives, it must not
diminish the quality of life of other communities as global economic trade and
exchanges of natural resources and waste streams continue to expand.
This dimension of sustainable development focuses on the partially hidden
and unknown harmful effects of certain development efforts implemented by
individuals and communities on external economies. The rise of globalization
has resulted in increased pressure to expand environmentally, socially and
economically in the pursuit of cost-cutting competitive gains. These costcutting measures generally result in externalizing costs on other communities
and this separates people, businesses and governments from responsibility for
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their actions. This results in irresponsible and unsustainable behavior that
hinders other communities.
Six Principles of Sustainability
Harmony with nature (Reproduction)
Living in harmony means respecting nature and living within its means.
Economic activities such as land use and development should strive to mimic
ecosystem processes rather than attempt to modify them to fit development
initiatives. This will develop processes that will preserve biodiversity as well as
protecting essential ecosystem processes (such as water quality).
Livable Built Environment
This principle focuses on the built environment of a community. It suggests
that the location, shape, density, mix, proportion, and quality of the build
environment should do three things: create physical spaces within the
community that adapts to the desired activities of its inhabitants; encourages
community unity by encouraging the development of wide spread access among
land uses; and support any special and unique physical characteristic of urban
forms that support community identity and attachment.
Place-based Economy
A place-based economy recognizes what its natural system limits are and
attempts to operate and develop economic initiatives within those limits.
Development efforts should strive to function without resulting in deterioration
of the natural resource base, which serves as a vital capital asset for future
economic development. Also, planners should identify the local ecosystems
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ability to renew natural resources as well as its ability to assimilate waste
discharges and operate within those limits.
Equity
The principle of equity in reference to sustainability focuses on land use
patterns and improving the conditions of low-income populations through
those patterns. There should be equitable access to social and economic
resources within the community so that the needs of the least advantaged
inhabitants of the community can be served as well. The goal is to not deprive
the low-income population of the basic levels of environmental health and
human dignity.
Responsible regionalism
This principle embraces globalization and requires communities not act
solely in their own interests without consideration of other communities. It calls
for communities to be responsible for its decisions and actions. Local
communities must strive to minimize the harm it imposes on other jurisdictions
while implementing its own economic initiatives and policies. A good policy to
implement under responsible regionalism is to work with surrounding
communities to create business partnerships, or other ways of promoting
sustainability.
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Three Dimensions of Sustainability
The 3 E’s, or core elements of sustainability, include protection of the Environment,
promotion of social Equity, and the achievement of place-based Economic
development. The planning and development process has been cited as the one area
where sustainable development conflicts will be encountered and resolved.
Sprawl
Sprawl is the natural expansion of metropolitan areas as population grows at an
unexpected rate that can threaten our resources. It needs to be taken into
consideration when developing economic plans because the long run is very important.
Sprawl is also described as undesirable land-use, whether scattered development,
leapfrog development (a type of scattered development that assumes a monocentric
city), strip or ribbon development, or continuous low-density development. Low75
Town of Inglis, FL
density suburban development is a natural consequence of rising incomes,
technological changes, and low to rising personal income has allowed households to
spend more money on travel and on residential space.
Expectations of land appreciation at the urban fringe cause some landowners to
withhold land from the market. Expectations vary, however, from landowner to
landowner, as does the suitability of land for development. The result is a
discontinuous pattern of development. The higher the rate of growth in a metropolitan
area, the greater the expectations of land appreciation, and the more land will be
withheld for future development. Therefore it is important to understand how sprawl
can develop into a problem. Economic developers need to keep a constant eye on the
growth rate of this land use.
Use of Resources
We continue to use resources at an accelerating rate. In the U.S. we lose 3 billion
tons of topsoil yearly, extract groundwater faster than it is recharged, and continue to
harvest the small remaining old-growth forests. We are filling and destroying the
wetlands and some predict that by year 2020, we would have lost one quarter of the
species that existed in 1980. The amounts of waste and pollution have dramatically
risen as our population grows.
The projections of our population growth raise questions about environmental
degradation, and the ability to feed, house, and sustain future population increases.
There are people who challenge these critics on the global scale by saying that the
increase in population also means an increase in the intellectual human capacity to
solve problems of resource scarcity and environmental degradation.
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Economic Sustainability
Sustainability interfaces with economics through the social and ecological
consequences of economic activity. Sustainability economics involves ecological
economics where social, cultural, health-related and monetary/financial aspects are
integrated. Moving towards sustainability is also a social challenge that entails
international and national law, urban planning and transport, local and individual
lifestyles and ethical consumerism.
The challenge for sustainability is to curb and manage Western consumption while
raising the standard of living of the developing world without increasing its resource
use and environmental impact. This must be done by using strategies and technology
that break the link between, on the one hand, economic growth and on the other,
environmental damage and resource depletion.
Historically there has been a close correlation between economic growth and
environmental degradation: as communities grow, so the environment declines. There
is concern that, unless resource use is checked, modern global civilization will follow
the path of ancient civilizations that collapsed through overexploitation of their
resource base. Provided these guiding principles and issues related to sustainability,
the town may wish to consider the following:
Environment- Promoting reduce, reuse, recycle and penalizing those who don’t
participate. For example, organize clean-ups of parks or open spaces.
Economic-New construction and renovation provide excellent opportunities to help
meet energy, water, and sustainability goals and provide healthy workplaces. Set up
business opportunities for those companies who reduce waste, disposal, and
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pollution. Using a trading system for companies of Inglis to buy and sell credits of
these wastes and pollution amounts.
Social- Integrating these environmental principles into their education system to
make the youth aware of the environmental problems in society. Starting
sustainability practices at a young age increases one’s intellectual capacity to solve
problems regarding resource scarcity and environmental degradation.
LEVERAGE THE UNIQUE CHARACTER OF INGLIS IN DEVELOPING A SUSTAINABLE RURAL
DEVELOPMENT PLAN
Traditionally, economic development in a rural area has focused on creating a
regional economic development strategy. This is often comprised of one or two larger
areas in the region as the focus of development. Recently though, it is being realized
that small rural communities are able to be extremely competitive in attracting and
developing highly specialized and successful businesses, as technology has allowed
business owners to stay connected to markets while providing them the opportunity to
enjoy an improved quality of life (Blakely & Leigh, 2010).
The rural or small town lifestyle has grown more attractive as the quality of life
in many urban areas has declined with congestion, crime, and the rising cost of living.
Two other unfavorable aspects of urban life sometimes noted are the “placeless-ness”
of many cities, and the reduced status of the individual within large, concentrated
populations. “Placeless-ness” describes the phenomenon of clogged, often featureless,
multi-lane highways leading past national chain stores and restaurants to reach lookalike residential developments. (Harris & Tanaka, 2002)
In order to protect the community’s quality of life, Inglis should include the
concept of sustainability in their economic development process. Sustainability places
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focus on preservation of the natural environment and preservation and enhancement
of the quality of life, alongside the broader goals of economic development such as
entrepreneurial development, and reducing inequity and inequality (Blakely & Leigh,
2010). Along with Inglis’ natural beauty, the rural lifestyle is a large component of the
town’s quality of life. Any economic development effort should respect both of these
attributes. Doing otherwise would be short-sighted, and could degrade the local
characteristics that make the area attractive in the first place.
Inglis as a Rural Area
While Inglis does not have specific future land use designations like “rural
residential” or “agricultural” (Future Land Use Map, Appendix XX), it is
nevertheless a rural area. Its residential makeup is almost exclusively low
density single family, with a very small component of multi-family and high
density residential future land uses. Levy County and all its municipalities are
designated as rural by the Rural Economic Development Initiative division of
Florida’s Office of Tourism, Trade, and Economic Development (REDI, 2011).
Growth in Rural Communities
Across the country, for example, there have been rural communities who
have improved their economic status through a combination of persistence,
community coordination and support funding. One community in Northern
California was faced with several natural disasters and a Rand McNally
designation of the worst place in the nation to live, yet, after the implementation
of intense economic development initiatives, was later named by Forbes as one
of the top ten rural places to do business (Johnson, 2006).
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Establishing Sustainable Rural Development as a Focus
Inglis, through the elements of its Comprehensive Plan, has taken the
first step toward fostering sustainability and economic development. The
various policies included in the Conservation Element of the Comprehensive
Plan indicate a commitment to conserving the natural environment, a valuable
local asset. Within the Economic Element of the Comprehensive Plan Inglis
realizes the importance of the community and the surrounding natural
resources. The introductory section of the Economic Element of the
Comprehensive Plan for Inglis states the following (p. 9-1).
There are many aspects of economic development as set forth in this
Chapter: job creation and retention; workforce training; tax-base
enhancement; increase property values; economic diversity to promote
stability; and maintaining and improving the quality of life.
This introductory paragraph defines Inglis’s vision of future economic
development of the town. These are consistent with the broad definition of
sustainable rural economic development, presented earlier. Inglis has also
identified the importance of an educated workforce, as a key to maintaining or
improving the quality of life for its residents. In Objective 9.6, and the
subsequent Policies, of the Inglis Comprehensive Plan, the town has set forth
the following objective and policies (p. 9-3).
Objective 9.6 – Workforce Development
The Town of Inglis recognizes the crucial role an educated and trained
workforce plays in the retention and recruitment of business and industry.
Therefore, in partnership with public and private enterprise, the Town will
endeavor to bring educational opportunities to the residents of Inglis.
Policy 9.6.1: The Town will specifically partner with Levy County to
provide GED classes in the Community Center.
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Policy 9.6.2: As appropriate, the Town will attempt to bring community
college and other training courses to the residents.
Implementing a Sustainable Rural Based Development Strategy
In order to implement an effective sustainable rural based development
strategy Inglis has many tools and resources to consider. Any strategy should
be developed collaboratively, with the inclusion of all key community players.
Building a Network of Partners
Inglis may be able to achieve some of its economic development goals
with current financial resources but other goals may require town officials to
investigate external sources of funding. Therefore, in order for Inglis to realize
successes in economic development, the effort needs to be a collaborative one,
in partnership with both public and private entities. The organizations listed
below could offer valuable resources to Inglis in their economic development
efforts through the form of financial assistance, workforce training, or building
regional network relationships.
Enterprise Florida
Enterprise Florida, the official economic development organization of
the State of Florida, has created the Rural Economic Development Catalyst
Project which provides funding to help the states rural regions engage in
economic research, site selection, and marketing to produce economic
opportunities within each region. The efforts will target those industries
of tomorrow with the goal of creating high value-added jobs (Enterprise,
2011).
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North Florida Economic Development Partnership
The North Florida Economic Development Partnership was created as a
result of a state designation of the fourteen county regions around Levy
County as a RAREC. The partnership is a non-profit organization
“committed to developing, coordinating, and fostering high-quality
partnerships and initiatives that promote and attract sustainable
economic development” (NFEDP, 2011). As such, the organization can
provide networking and resources to Inglis to assist in its economic
development efforts.
State University System
In order to assist with workforce training Inglis has the potential to
work with established universities. One opportunity is available through
the University of Florida Cooperative Extension Service, which is a
partnership between federal, state and county governments that provides
training in areas such as agriculture, sustainable living, and building and
construction (UF/IFAS, 2011). There are local Extension offices in
Bronson and near Ocala, both within a short drive from Inglis.
Levy County School Board
Within the Levy County school system there are vocational educational
programs for high school students as well as an adult education program
that could be a valuable resource for skills training for Inglis residents
(Levy Schools, 2011).
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Neighboring Municipalities
The potential for a powerful partnership with Levy County, and the
municipalities located within the county, is obvious but Inglis also has the
benefit of being geographically close to Marion and Citrus Counties. This
increases the chances of benefits being realized through regional
collaborative efforts. Local businesses, civic groups and area churches
also offer possibilities for supportive networking opportunities.
Members of the Community
In addition to the networking resources listed above, the inclusion of
the members of the community is an important component of any
economic development plan. The town should seek out participation
from as large a segment of the population as possible. This should
include but not be limited to neighborhood and business groups and civic
and faith based organizations.
CREATING AND USING A COMMUNITY ASSET INVENTORY
An effective tool for beginning to consider an economic development strategy is
with the creation of a community asset inventory. Once the town is aware of the
valuable assets already available there should be an establishment of goals. At this
point, community leaders, residents, and business owners can begin to build a network
of partners to increase resource availability. At this point Inglis will be in a position to
begin looking for available funding.
“Even the smallest community exhibits a variety of features, both positive and
negative. In the past, many planning and development efforts have started from a
negative perspective, focusing on deficiencies of the community and how to remedy
them. In recent years, planners have started to use a technique with a more positive
approach to evaluating existing conditions. Called an asset inventory, it stresses
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the assets of the community and attempts to build and capitalize on those assets,
and to create linkages between them” (Harris & Tanaka, p. 3).
In general, implementation of a community asset inventory would progress through
the following steps (Harris & Tanaka, p. 5).
1. Planning and organizing for the asset inventory project
2. Collecting the information for the asset inventory
3. Organizing the data
4. Writing reports
5. Using and publicizing the inventory
The creation of an asset inventory should include a broad cross section of the
community, including government officials, residents, business owners, and
community group members. It is intended to be an inclusive tool, drawing from the
knowledge of all members of the community. The inventory should identify all positive
aspects of the community. The inventory, and the process of creating it, has many
positive benefits (Harris & Tanaka, 2002).
•
Brings individual community members together for a common goal
•
Paints a clear picture of the community’s strengths
•
Can be used by residents, community groups, and government officials to
determine future goals
This asset inventory can be in any form the community stakeholders wish to
present it. It can be a simple list or a graphical presentation, such as a map. A
secondary benefit of the inventory, according to Harris & Tanaka is, “…seeing, or
helping to create, a list or map showing assets can raise citizens’ opinions of their own
community and can generate enthusiasm for previously unseen local potential” (p. 4).
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The content of this inventory will surely be as varied as the members of the
community. The data, which can come from anywhere, such as census data, or simply
from the knowledge of members of the community, should be categorized for ease of
use. Harris & Tanaka (2002) include the following list, which Inglis can use as a starting
point (p. 13-14).
Economic
Natural/Physical
•
Employment
•
Climate
•
Workforce
•
Geology
•
Services
•
Soils
•
Finance
•
Manufacturing
•
Agriculture
•
Forestry
•
Construction
•
Exports
•
Extraction
•
Tourism / Recreation
•
Utilities
•
Telecommunications
•
Roads and highways
•
Railroad access
•
Hydrology
•
Topography
•
Vegetation
•
Wildlife
•
Energy resources
•
Mineral resources
Quality of Life
•
Population and demographic
change
•
Public safety
•
Accessibility
•
Air and water transport access
•
Social services
•
Bus & taxi availability
•
Education
Political
Quality of Life (continued)
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•
Elected representatives
•
Recreation
•
Partnerships with neighboring
•
Cultural assets
communities
•
Housing availability and quality
Connections to Washington, DC
•
Local government
and other political forums
•
Ecological assets
•
•
Resident memberships in extracommunity organizations
Social
Culture/Structures
•
Historic resources
•
Famous residents
•
Clubs and non-profit groups
•
Physical design
•
Group memberships
•
Streetscape
•
Parent involvement in the schools
•
Bike and pedestrian ways
•
After-school activities
•
Houses of worship
•
Volunteerism
•
Local government plant
•
Philanthropy
•
Educational facilities
•
Pool of civic leaders
•
Other structures
•
Religious activities
Once complete, the town should publicize the results through community
meetings, through business leaders, or the media. “Publicizing the inventory can
increase public awareness of community conditions and often energizes local residents
to take action. An obvious use of the asset inventory and any resultant reports is as an
aid to broad-based community goal setting efforts.” (Harris & Tanaka, 2002, p. 7).
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Setting Goals
The results of the community asset inventory should help in establishing
goals for the community. As with preparation of the asset inventory, the goal
setting process should include all the key stakeholders in the town’s economic
community. These should include, as an example, town representatives,
community groups, business leaders, the Chamber of Commerce, and interested
citizens. The town should look at factors that have helped or hindered
economic development in other areas similar to Inglis, factors such as those
presented above from Aldrich & Kusmin (1997).
According to a study done by the University of Missouri, and listed in the
article “Community-Based Entrepreneurship Development” by Dave Ivan (2009),
there are seven factors that are considered key to the attraction of new
businesses to a rural area. These factors are access to markets, an educated
and skilled workforce, ready and affordable business sites, high quality
infrastructure and amenities, access to capital, a cooperative and pro-business
attitude, and a favorable quality of life. The Town of Inglis should determine
which of these factors it can influence, either directly or indirectly.
An example of a goal worth pursuing is education of the residents. Quality
education is one of the factors that Aldrich & Kusmin (1997) identified as related
to positive economic growth in rural areas. Specifically, they identified excellent
high school completion rates and adequate public education expenditures.
While Inglis does not directly control the expenditures of the Levy County School
Board, it can nevertheless actively participate with the School Board, in an
attempt to help guide the decision making process.
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Secure Funding Sources
Funding is a necessary element for any community to realize a sustainable
effort in economic development. For Inglis, being a small town may limit the
resources available for successful economic development, but it also means that
Inglis could be eligible for state and federal funding assistance targeted
especially to small, rural communities.
Rural Economic Development Initiative
At the state level the Florida Department of State implements the
Rural Economic Development Initiative (REDI) program which helps to
provide funds for supporting the economic development of state
designated rural counties and communities. One such funding
opportunity is the Rural Infrastructure Grant which seeks to fund
infrastructure projects that are related to economic development or
nature based tourism and that create jobs in rural communities. The
place to begin for information about this grant opportunity is through
Enterprise Florida Inc.
Other assistance available through the Initiative includes a tax
credit program for businesses located in a Florida designated rural areas,
in order to encourage job creation in these areas, as well as a revolving
loan program available for the promotion of the economic viability of
rural communities. The intent of the tax credit initiative is to “encourage
meaningful employment opportunities that will improve the quality of life
of those employed and to encourage economic expansion of new and
existing businesses in rural areas of Florida” (REDI, 2011). In general, the
revolving loan program is open to the local government of a rural county
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to assist with projects that create or preserve jobs, increase local
diversification, or maintain an existing industry. The Office of Tourism,
Trade, and Economic Development is the administrative authority for
both of these initiatives.
Rural Economic Development Loan and Grant Program
The United States Department of Agriculture offers the Rural
Economic Development Loan and Grant (REDLG) program for the purpose
of funding projects in rural areas that create or retain jobs (USDA, 2011).
The REDLG funds are available for many purposes, including
•
•
Capitalization of revolving loan funds
Technical assistance in conjunction with projects funded under a zero
interest REDLoan
•
•
Business incubators
Community development assistance to non-profits and public bodies,
particularly job creation or enhancement
•
Facilities and equipment for education and training for rural residents to
facilitate economic development
•
•
Facilities and equipment for medical care to rural residents
Telecommunications/computer networks for distance learning or long
distance medical care
Further information may be obtained from the regional office of
USDA Rural Development located in Ocala, Florida. This is also the place
to begin to find out about other available programs to assist Inglis with
proposed projects.
Brownfield Designation
Another opportunity that may be of interest to Inglis is to consider
parcels to designate as Brownfields. A Brownfield site is defined as a site
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where redevelopment may be complicated “by the presence or potential
presence of a hazardous substance, pollutant, or contaminant” (EPA,
2011). The use of this designation for a site that has potential as a
business or for public land use is intended to provide funding for
revitalization of a community area.
There are various programs available through the Brownfield
initiative under the U.S. Environmental Protection Agency, such as
Brownfields Assessment Grants which provide funding to do inventories
and assessments of sites as well as for community outreach programs.
Another program is designed to provide environmental training to
residents of brownfield communities and is called the Brownfields Job
Training Grants program. Direct funding for cleanups of a brownfield site
can be obtained through a Brownfield Cleanup Grant and is targeted to
those sites intended for nonprofit, recreational, or greenspace uses.
Administration of the program in Florida is through the Department of
Environmental Protection.
Other Considerations
Some other federal opportunities include money for federal programs
such as National Forest-Dependent Rural Communities and Rural Economic
Development Loans and Grants from the United States Department of
Agricultural or the Recreational Trail Program from the United States
Department of Transportation (Blakely & Leigh, 2010).
Private sources of funding can also be very valuable, as large regional
organizations have a vested interest in the success of surrounding communities.
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As such, large corporations, such as area utility companies, financial
institutions, and service organizations are often willing to sponsor local
economic development initiatives.
The traditional approach to economic development has been to attract
businesses from outside to relocate to the local area. Inglis is a small town with
a strong sense of community but may find it difficult to compete with a larger
city to attract businesses from elsewhere. Though Inglis is a small, rural
community with the limited resources to match, there are opportunities
available which will give Inglis the competitive edge needed to realize a positive
sustainable rural economic development effort.
The Town of Inglis as a rural community interested in developing an
economic development strategy already has much to offer the initiative in the
form of natural resources, a high quality of life, and involved community
members. Once the town is able to identify its many assets it will be ready to
begin the process of establishing its goals for economic development, which will
then allow town officials and stakeholders to begin the process of building
partnerships and seeking available funding. Through this process the Town of
Inglis will be well on its way to providing for itself a sustainable rural economic
development strategy for planned growth for many years to come.
INCORPORATE ECOTOURISM AND SUSTAINABLE RURAL BASED DEVELOPMENT INTO
LONG RANGE ECONOMIC DEVELOPMENT GOALS AND STRATEGIC INVESTMENTS
What is Ecotourism?
It can be a difficult task to define a concept such as ecotourism. The
word ecotourism has become somewhat of a buzzword in economic
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development literature with various definitions, generally biased toward
promoting the interest of a particular group or organization.
Books on the subject abound, with one particularly authoritative volume
entitled Ecotourism and Sustainable Development: Who Owns Paradise? (2008).
In this guide, author Martha Honey, PhD. discusses the many variations in
definition and the ramifications of each. She goes on to describe ecotourism as,
“one of the most rapidly growing and most dynamic sector of the tourism
market” (p. 7). Dr. Honey explains that in many fragile ecosystems, ecotourism
is the only economic development option that “does not lead to irreparable
damage to the environment” (p. 444).
According to The International Ecotourism Society (TIES), another valued
source for information about the concept, ecotourism is “Responsible travel to
natural areas that conserves the environment and improves the well-being of
local people.” The definition further describes ecotourism as a unity between
conservation, communities, and sustainable travel. Those involved in the
implementation and participation of ecotourism activities should be bound by
the following principles (TIES, 2005).
•
•
•
•
•
•
Minimize impact
Build environmental and cultural awareness and respect
Provide positive experiences for both visitors and hosts
Provide direct financial benefits for conservation
Provide financial benefits and empowerment for local people
Raise sensitivity to host countries’ political, environmental, and social climate
A statewide organization supporting this definition of ecotourism is the
Florida Society for Ethical Ecotourism (Florida SEE). This organization is
dedicated to the ethical promotion of ecotourism around the state and offers
92
Town of Inglis, FL
membership and certification programs to interested parties both public and
private (Florida SEE, 2011).
In addition, the Florida Department of Environmental Protection (FDEP,
2011) and the University of Florida (UFL, 2011) have programs dedicated to the
protection of Florida’s natural environment and offer information and education
helpful to any organization interested in developing an ecotourism program.
Why Should Inglis Consider Ecotourism?
Ecotourism is BIG Business. A 2006 study, The 2006 Economic Benefits of
Wildlife-Viewing Recreation in Florida, prepared for the Florida Fish and Wildlife
Conservation Commission, showcased the economic benefits of one part of
Ecotourism…Wildlife Viewing. The following data comes from that report.
•
Florida ranks as the second highest state (after California) in the number of
people participating in wildlife-viewing recreation.
•
In 2006, the nonresident wildlife viewers in Florida (746,000) equaled the
population of South Dakota and brought $653 million into the state
economy.
•
In 2006, wildlife-viewing in Florida generated the following economic
benefits:
o
o
o
o
o
o
•
$3.081 Billion in Retail Sales
Provided $1.595 Billion in salaries and wages
Created or supported 51,367 full and part-time jobs
Generated $312.8 Million in state sales tax revenue
Generated $385.3 Million in federal income tax revenue
Total Economic Effect – $5.248 BILLION
Since 2001, the number of people who visited Florida to view wildlife
increased 50 percent.
•
With 746,000 visitors per year, more people travel to Florida to view wildlife
than any other state - 24 percent more than the second-place state,
California
93
Town of Inglis, FL
Inglis, as a community in Florida’s Nature Coast, could position itself to
capture a portion of the economic benefits of ecotourism. When developing
ecotourism strategies, Inglis should consider other demographics it wishes to
attract. At a joint commission meeting held on May 31, 2011, at the Inglis
Town Hall, participants identified a desire to attract retirees. Strategies should
be developed to attract retirees as participants in ecotourism. This may be done
through marketing efforts designed to attract that demographic to both visit
and relocate to the town.
Local Resources
The Town of Inglis has many positive resources that will be helpful in
pursuing ecotourism. In order to create a vision of how Inglis would like to
implement an ecotourism strategy there needs to be an analysis of the current
strengths and weaknesses as well as an examination of future opportunities and
external threats. A major goal of this section is to provide information
necessary to assist town officials in making informed ecotourism strategy
decisions.
Once each of these areas has been identified, town officials will have a
place to begin creating a plan for the proposed implementation of ecotourism.
In order for Inglis to capitalize on its future opportunities the community will be
able to use its strengths. Town strengths must be utilized to counter the
identified weaknesses as well as a way to prepare for future threats from the
environment.
Political Resources
The comprehensive plans of both Inglis and Levy County demonstrate a
political capacity necessary for development of ecotourism industry. Both
94
Town of Inglis, FL
entities already recognize the benefits of creating economic opportunities in
such a way that will minimize industry impacts, will raise awareness of the value
of the area’s natural resources and will create a sustainable future for the area
and its citizens. Portions of the comprehensive plans of Levy County and Inglis,
which are related to protection of natural resources and a commitment to
ecotourism related projects, are listed below. Comprehensive Plan – Levy County
“Levy County’s economy is anchored in the area’s abundant natural resources”
(p. 11-1).
•
•
•
Agriculture
Forestry
Natural beauty
County Concerns
•
•
Protection of the county’s environment and natural resources
Loss of fishing industry due to environmental conditions of waterways
Town of Inglis Comprehensive Plan
•
•
Proposal of a bicycle pedestrian master plan (Policy 2.10.8)
Development of greenways and parks planning to preserve natural areas
(Policy 5.7.4)
•
Initiation of a marketing program to promote the town’s image as an
ecotourism destination (Policy 9.2.2)
•
Promotion of Inglis as a tourism destination with emphasis on ecotourism
(Policy 9.7.2)
One major opportunity for Inglis is that though the town is in Levy
County, because of its proximity to Citrus and Marion Counties, Inglis would
benefit from a regional, multi-county ecotourism strategy, including group
marketing and organizational networking. According to the article “Regional
Innovation: National Prosperity” in Economic Development America, “Economic
development professionals increasingly recognize that multi-county areas are
the appropriate unit for economic analysis and planning” (2006, p. 27).
95
Town of Inglis, FL
A major threat facing the Town of Inglis, as it pursues a strategy
supporting ecotourism, will be the availability of funding. In order for Inglis to
increase its ecotourism base, development strategies will need to include
availability of land, quality infrastructure, and employee training, all of which
requires public funding dollars. Because ecotourism is gaining popularity
around the state there will be competition for limited grant and subsidy monies.
Natural Resources
The Inglis area has the strength of many natural resources that would
foster the development of a local ecotourism industry.
•
•
•
•
•
•
•
•
The Withlacoochee River
Proximity to the Gulf of Mexico
The Cross Florida Greenway (Barge Canal)
Great Florida Birding Trail
Opportunities for fishing, including guided tours
Hiking, kayaking, nature watching, cycling, horseback riding
Bicycle trail that is partially complete
Cross Florida Greenway Trailhead
One of the largest challenges Inglis may face, in the development of a local
ecotourism industry, is physical access to local waterways and to the Cross Florida
Greenway. Inglis neither owns nor controls any direct access to either the
Withlacoochee River or the Barge Canal, within the Cross Florida Greenway.
At a joint commission meeting held on May 31, 2011, at the Inglis Town Hall, the
participants identified a few parcels of land that might provide opportunity for gaining
access to both the Withlacoochee and the Canal. Information regarding these parcels,
from the Levy County Property Appraiser web site, is included in the Appendix.
96
Town of Inglis, FL
Policy 9.7.1 of the Comprehensive Plan, which states “The Town’s goal is to
acquire and develop a significant riverfront property as a recreational and
tourist attraction.”
Although the future land use (FLU) designations of property within Inglis are
representative of the town’s commitment to conservation, the current land uses do not
match the FLU (see Appendix). It will take time and funding to acquire and redevelop
necessary open space and public lands to support ecotourism.
Strategies for Fostering an Ecotourism Industry
The town should not rely exclusively on a single strategy to attract
ecotourism businesses and visitors. A set of strategies should include tools to
attract both businesses and tourists.
Business Development
Many tools are available for attracting or retaining businesses.
These range from providing financial incentives to creating an attitude
attractive to business. An August 2002 report prepared by Ziona
Austrian, Ph.D. and Jill Norton of the Center for Economic Development,
Maxine Goodman Levin College of Urban Affairs, Cleveland State
University, titled, What Works in Economic Development Practice? An
Evaluation of Strategies and Tools (p. 37), states “Among 34 factors
affecting location decision, the highest ranked was the city’s general
business climate and attitude towards industry. Financial inducements
were ranked fourth”. According to Planning Local Economic Development
Theory and Practice 4th Edition, Blakely & Leigh (Blakely), (p. 267), “A
‘climate’ conductive to business development is often created with the
participation of local governments and neighborhoods.”
97
Town of Inglis, FL
Locality Development
Blakely addresses the importance of Locality Development as a
strategy to foster economic development and improve overall quality of
life. These goals may be met through quality transportation planning and
urban design. Some key points are as follow:
•
Good transportation systems are necessary for movement of people
and goods
•
•
•
•
Create vehicular and pedestrian networks
Create design standards to improve the locality’s image
Focus on minimizing environmental impact
Carefully manage land resources
Land management and land deals should be an important component
of economic development. According to Blakely (p. 235-6), “A local
community development plan will be thwarted if suitable sites and
buildings for selected projects cannot be furnished.” The physical
environment is an extremely important factor in attracting people to an
area, whether they are new residents, visitors, or business owners. The
following are important components of this approach:
•
•
•
Tree lined streets
Covered walkways
Clean well managed retail areas
A well defined entrance and exit to a city will show a visitor
community spirit and pride, and that “for tourism, there are few factors
more important that community appearance. Visitors do ‘judge the book
by its cover.’ ”.
98
Town of Inglis, FL
Human Resource Development
The greatest resources available to Inglis as it pursues economic
development of any kind are the people of the community. Yet, as with
any new public venture, local citizens and business owners currently lack
the expertise necessary for working within an ecotourism industry and
will need access to training and information.
In order for Inglis to pursue an ecotourism strategy it would be to the
benefit of the town to pursue training opportunities for its citizens. The
major opportunity would be to work with the public school system of
Inglis to develop training programs in the high schools as well as through
the adult education program. There are also training programs available
through the University of Florida extension services.
As well because there are already some ecotourism activities in
progress through private and other public entities, the Town of Inglis
could work with these entities to create some public/private partnerships
to develop training programs for area residents to specifically target skills
necessary for the ecotourism industry.
Community Economic Development
When considering development of the community with respect to
ecotourism Inglis already has much to offer. Going back to the definition
of ecotourism as responsible travel to natural areas, Inglis has many
areas in and around the community considered natural areas, especially
the Cross Florida Greenway and the Withlacoochee River. There are
already efforts to preserve the environment as with the Great Florida
Birding Trail and the building of the bicycle trail.
99
Town of Inglis, FL
Inglis should focus on the resources of the overall community when
developing a strategy for ecotourism. For example, there are currently a
number of guided fishing operators in the town. Inglis should encourage a
working relationship between the various operators, and could develop and
market an industry around them. This industry could joint market with other
operations, such as the kayaking, diving, and birding industries, forming a
broader base for ecotourism.
Establishing Policy
The Town of Inglis, through the Conservation and Economic Elements of its
Comprehensive Plan, has established policies intended to encourage the
development of an ecotourism industry. The goals, objectives, and policies
provide the framework on which the town can help build a thriving ecotourism
industry.
Chapter 5 – Comprehensive Plan Conservation Element
One of the principles of ecotourism is to build environmental and cultural
awareness and respect. In order to foster environmental awareness and respect
is to take steps to protect environmental resources. Goal five of the
Conservation Element of the Comprehensive Plan clearly states that the town
intends to protect its environmental resources. Each objective listed under this
goal, includes specific policies that were established in furtherance of the goal
of the Conservation Element. The objectives, with an abbreviated definition, are
listed here. The numerous policies, which fall under each objective, are not
listed in the body of this report.
Objective 5.1 – Protection of air quality
100
Town of Inglis, FL
2011
Objective 5.2 – Protection of surface waters
Objective 5.3 – Protection of Groundwater
Objective 5.4 – Protection against soil erosion
Objective 5.5 – Protection of existing relic hardwood communities, habitat for
threatened and endangered species, environmentally sensate
land, and unique vegetative communities.
Objective 5.9 – protection of fisheries, wildlife habitat, and marine habitat.
Chapter 9 – Economic Element
Goal nine of the Comprehensive Plan states in part that “The town seeks to
stimulate and facilitate the development of aquaculture, eco-tourism…” In
furtherance of this goal:
Policy 9.2.2 states, in part, “…the Town will initiate and maintain a marketing
program that enhances Inglis’ image as an eco-tourism destination that is
friendly to clean, environmentally sensitive businesses…”
Policy 9.7.1 states “The Town’s goal is to acquire and develop a significant
riverfront property as a recreational and tourist attraction.”
Policy 9.7.2 states “The Town will give special emphasis on eco-tourism”
Implementation
As the Town of Inglis considers strategies to implement an ecotourism
economic development strategy community officials and leaders must
remember that ecotourism is but one industry, a rather diverse industry, yet still
only one industry. A total economic development planning strategy will seek to
create greater diversification for increased economic sustainability of the area.
101
Town of Inglis, FL
2011
Any strategy implemented by the town needs to consider environmental
preservation, and respect the rural lifestyle of the town. These are qualities that
will help with the goal of attracting Ecotourists. With specific reference to
building a plan for ecotourism, though, the following implementation strategies
are recommended.
•
•
•
•
•
•
•
•
Build on what is already in place
Identify the key stakeholders
Include local business owners and citizens in plan development
Identify weaknesses and challenges
Identify opportunities to overcome existing challenges
Identify marketing and promotion strategies
Develop funding sources, both public and private
Create ecotourism vacation packages
An example of how the community can work together was identified in
Section 3, under Natural Resources. The Community naturally followed the
implementation recommendations.
•
Build on what is already in place
The participants discussed how to take advantage of a major asset, the
waterways
•
Include local business owners and citizens in plan development
Representatives from the town boards, local residents, local business, and
representatives from a neighboring community were in attendance and all
participated.
•
Identify weaknesses and challenges
Lack of access to local waterways was identified as a weakness
•
Identify opportunities to overcome existing challenges
Multiple parcels of land were identified that would overcome the weakness
102
Town of Inglis, FL
•
2011
Develop funding sources
Discussion on potential funding started
CONSIDER REGIONAL INDUSTRIAL CLUSTERS IN THE DEVELOPMENT OF STRATEGIC
INVESTMENTS
Industry Clusters – What are they?
The underlying concepts of industry clusters, more traditionally known as
agglomeration economics, dates back to the 1890s. However, the term industry
clusters (or sometimes known as business clusters) was first introduced in 1990
by Michael Porter and cluster development has been the focus of many
government programs. Industry clusters are geographic concentrations of
competing, complementary, or interdependent firms and industries that are all
interconnected. The connections between the firms / industries can be
competitive or cooperative.
Industry clusters can develop through various ways. Clusters typically
develop around a central resource or even a single large firm. For example, The
University of Minnesota’s report on Industry Clusters outlines some examples of
cluster development; clusters have developed around large competitive firms
such as Medtronic in the Twin Cities or Microsoft in Seattle. Special
infrastructure or resources also give rise to clusters such as the wood products
cluster in northern Minnesota, the wine industry in Northern California and
tourism in southern Florida. The players in industry clusters are divers and can
include government, nonprofit organizations, educational institutions, and
infrastructure and service providers, all of who supports the success of the
cluster.
103
Town of Inglis, FL
2011
Further analysis of the California wine cluster can further illustrate the
different players in a cluster. The California wine cluster includes commercial
wineries, independent grape growers, suppliers of grape stock, irrigation and
harvesting equipment, barrels, and labels, specialized publishers, public
relations firms, advertising agencies, the University of California, the Wine
Institute and so much more.
Benefits of Industry Clusters
There are numerous benefits that industry clusters can produce that benefit
the public sector, established and emerging industries, communities and
economic development. The development of industry clusters presents a wide
range of opportunities and can strengthen regional economies. Michael Porter,
in The Competitive Advantage of Nations, claims that clusters affect competition
in three ways: increasing productivity of the companies in the clusters, driving
innovation and stimulating new businesses in the field. Clusters also provide
opportunities to invest in human capital; the work force has the potential to
strengthen and grow significantly.
104
Town of Inglis, FL
2011
Concluding Remarks
In closing, a local economic development plan is needed in the town of Inglis and
must include both human resource development and community economic
development. The human resource development should be committed to include the
following concepts: Matching Human Resource Programs and Economic Development
Objectives (Workforce Investment Boards, First-Source or Targeted Hiring Agreements,
Training Programs, Youth Enterprise Self-Employment Initiatives, Career Ladders, and
Implementing a Human Resource Development Strategy. The community economic
development must be obligated to include the following notions: Community
Development Corporations, Incentives and Community Benefit Agreements, and Local
Government’s Role in Community Economic Development. Listed below is a brief list of
items the town may wish to consider pursuing as part of a comprehensive economic
development strategy.
3) Specific Strategies that we feel that Inglis should focus on
a) Community Asset Inventory
b) Townscaping
c) Examine regulations for potential improvement
d) Education of workforce
e) Focus on quality of life issues
4) Businesses oriented strategies combined with human capital development
strategies that Inglis should and could be focus on
a) Progress Energy Plant
i)
Workforce training
ii) Negotiate first source agreements
b) Ecotourism
i) Joint marketing with regional partners
105
Town of Inglis, FL
2011
Appendix
106
Town of Inglis, FL
Demographics of Inglis, Florida
2011
Households
670
Population Density
408.2 People per Square Mile (157.7/km2)
Families
Racial Make-up
426
White 98.73%
Asian 0.34%
Native Americans 0.13%
Other Races 0.13%
Two or More Races 0.67%
Children under 18 (living at home)
Married
Female-headed households
Non-families
Individual households
65 years old (living alone)
Household size
Family size
Under the age of 18
Ages 18 to 24
Ages 25 to 44
Ages 45 to 64
Ages 65 or older
(Wikipedia.org)
Hispanic or Latino of Any Race 1.88%
22.2%
49.0%
8.2%
36.3%
31.0%
15.2%
2.23
2.70
20.9%
5.0%
22.3%
29.0%
22.8%
Areas of Critical Improvement
Inglis, Florida- Levy County
• Population in 2009: 1,618
• Males: 799 (49.4%)
• Female: 819 (50.6%)
• Household Income in 2009: $31,328 ($24,432)
• Florida income in 2009: ($44, 736)
Demographics:
• White (non-Hispanic): 1570 (98.1%)
• Hispanic: 17 (1.1%)
• American Indian: 10 (0.6%)
• Asian: 3 (0.2%)
Education (25 years or older):
• High School or higher: 73%
107
Town of Inglis, FL
2011
• Bachelors degree of higher: 9.7%
• Graduate/Professional of higher: 2.4%
Unemployed: 8.5%
• Unemployment in March 2011: 10.8%
• Florida unemployment in March 2011: 10.6%
Common Industries from 2005-2009:
• Construction: 28%
• Retail trade: 13%
• Other services, except public administration: 12%
• Manufacturing: (7%)
• Accommodation and Foodservice: 7%
• Public Administration: 5%
• Administration and support and waste management services: 5%
Infrastructure:
• Inglis Town Hall
• Inglis Fire Station
• Progress Energy Power Station
• Forestry Youth Academy
• Eight churches
• Two banks
• Two hotels
Percentage of residents living in poverty: 24.6%
• Non-Hispanic Whites: 24.8%
• Hispanics: 11.8%
• American Indian: 40%
• Other (two or more): 0%
Inglis vs State of Florida (Economic GAPs)
• Median age significantly above state average.
• Median Household Income and House Age below state average.
• Black Race population, Hispanic Race population, Foreign-born population, Number
of college students, population with a bachelor degree of higher significantly below
state average.
108
Town of Inglis, FL
2011
Socioeconomic Data, Inglis, FL
2009 Population: 1,618
Annual Household Income
Administrative Support
Waste Management
Public Administration
Accommodation and Food Service
Manufacturing
Other
Retail Trade
28%
13%
5%
5%
5%
7%
7%
30%
109
Town of Inglis, FL
2011
Industries of Employment
Common Industries, 2005-2009:
Administrative Support
Waste Management
Public Administration
Accommodation and Food Service
Manufacturing
Other
Retail Trade
Construction
5%
5%
5%
28%
7%
7%
13%
30%
Educational Attainment (25 years or older):
3%
11%
86%
High Schoool
Bachelor Degree
Graduate or Professional Degree
110
Town of Inglis, FL
2011
Residents Living in Poverty
23%
25%
12%
40%
White (Non Hispanic)
Hispanic
American Indian
Other
111
Town of Inglis, FL
2011
The State of Florida established a number of Rural Areas of Critical Economic Concern
(RACEC) across the state. All areas of Levy County are located within the North Central
RACEC (shown in blue).
112
Town of Inglis, FL
2011
Future Use Map – Town of Inglis
113
Town of Inglis, FL
2011
Breakdown of 2006 retail expenditures
114
Town of Inglis, FL
2011
115
Town of Inglis, FL
2011
Potential Acquisition Parcels
Potential Acquisition Parcels Identified by Participants in the Joint Commission Meeting
Town of Inglis, May 31, 2011
116
Town of Inglis, FL
2011
117
Town of Inglis, FL
2011
118
Town of Inglis, FL
2011
119
Town of Inglis, FL
2011
120
Town of Inglis, FL
2011
121
Town of Inglis, FL
2011
122
Town of Inglis, FL
2011
References:
Austrian Z., & Norton J. (2002, August). What works in economic development practice?
An evaluation of strategies and tools. The Center for Economic Development.
Cleveland State University: Maxine Goodman Levin College of Urban Affairs.
Blakely, E. J. & Leigh, N. L. (2010). Planning local economic development: Theory and
practice (4th ed.). Washington D.C.: Sage Publications, Inc.
Bryson, J. M. (2004). Strategic planning for public and nonprofit organizations (3rd ed.).
San Francisco, CA: Jossey-Bass.
Enhancing economic development opportunities in communities in the Russian Far
East. (2007). International City/County Management Association.
Florida Department of Environmental Protection (FDEP) (2011).
http://www.dep.state.fl.us/
Florida Society for Ethical Ecotourism (Florida SEE) (2011).
http://www.floridasee.com/index.php
Grimm, C. (2010) The dollars and sense of green business: Chambers of commerce as
the new champions of a green economy. Partners for Livable Communities.
Honey, M. (2008). Ecotourism and sustainable development: Who owns paradise? (2nd
ed.). Washington: Island Press.
Levy County Comprehensive Plan.
Regional innovation: National prosperity. (Summer 2006). Economic Development
America. U.S. Department of Commerce, p. 25-31.
The International Ecotourism Society (TIES) (2005) What is ecotourism? Retrieved May
30, 2011, from
http://www.ecotourism.org/site/c.orLQKXPCLmF/b.4835303/k.BEB9/What_is_Ec
otourism__The_International_Ecotourism_Society.htm
Town of Inglis Comprehensive Plan. (2010, July).
University of Florida (UFL) (2011). http://edis.ifas.ufl.edu/topic_ecotourism
Untamed Path. (n.d.). Defining ecotourism. Retrieved May 30, 2011, from
http://www.untamedpath.com/Ecotourism/defining.html
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Town of Inglis, FL Economic Development Plan - cohpa

Transcription

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